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Product manager - (01704913)
Master of Arts BA, Bachelor of Science ME
This resume may be a bit dated; let me know if you have an interest and I'll get current resume, compensation, availability info, etc. Thanks!EXECUTIVE SUMMARY A Driven Operational Leader and Mentor with demonstrated achievement and multi-million dollar top and bottom line growth. Detail oriented and effective business builder, with a keen insight to solving business and manufacturing problems. Adept at strategy development and execution, achieving superior operational results through reduction in material and conversion costs, efficient resource allocation, and business development that increase cash flow in both stable and unstable environments. DEMONSTRATED CORE COMPETENCIES • Leadership • Operations • Quality Improvement • Strategy / Planning • Process Improvement • Product Development • Global Business Development • Project Management • Research & Development PROFESSIONAL EXPERIENCE CONTINENTAL CORPORATION, Deer Park, IL 2006 – PRESENT Customer Center Manager (Product Manager) Scope: Retained after Continental acquired Motorola’s electronics business to solve primary issues in quality, revenue, and EBIT. Commissioned to restore profitability by leading teams in Strategic Planning, Manufacturing Operations, Product Development, Quality, and Sales. Achieved results through the following initiatives: • EBIT Restoration: Product portfolio was falling far short of EBIT goals. Created strategic plans including relocation of key product manufacturing to a lower cost region. Within 16 months, reduced manufacturing costs 9% and negotiated a 21% pricing increase with a 4 year contract extension. Increased EBIT $7M on annual revenue of $23M, taking this product from break even to one of the most profitable in the portfolio. • Revenue Restoration: Product portfolio revenue falling short of financial goals. Coordinated engineering and global purchasing, created a strategic plan involving customer logistics and pricing strategies. Within 6 months, identified and pursued targets. After 4 days in negotiations, secured award that doubled portfolio sales. This was one of several instances where incremental awards were realized and drove top line growth. • Quality Improvement: Manufacturing quality issue on high volume product threatened multiple plant shutdowns and exposure exceeding $3M. Identified root cause and implemented containment within 24 hours. Permanent corrective actions implemented and customer confidence restored within 5 days averting shutdowns. • Business Development: Tasked by Sr. Leadership team to rescue an eroding customer relationship caused by long term (10 yr.) contracts with negative margins. Devised and led a strategy to spin off the business and identified new revenue opportunities. Presented, negotiated, and closed the sale within 9 months. This event secured the customer, avoided the loss of millions, and produced new revenue of $1M with a 50% margin. MOTOROLA, Northbrook, IL 1988 – 2006 Product Manager, 2001 – 2006 • Revenue Recapture: Foreign competition led to lost sales. Identified an opportunity to restore this revenue and address a white space in our portfolio. Targeted, negotiated, and secured a strategic partner. Within 90 days, achieved $80M incremental revenue award. Current revenues exceed $130M and are contracted 4 more years. • Margin Restoration: Product portfolio falling short of margin expectations. Charged to find solutions to improve profitability. Developed and led execution of plans leveraging engineering, manufacturing, and supply chain. Increased EBIT 14% and sustained for multiple years of improved margins. • International Business Development: International revenue was declining due to maturation of products. Identified and secured a strategic alliance with a large International corporation. Within 90 days, negotiated and contracted preferred supplier status gaining visibility to its customer base of more than 20 European and Asian customers. This achievement was unprecedented and produced annual revenues of $40M within two years. LAWRENCE R. POGLITSCH, MBA • PAGE 2 Product Manager, 2001 – 2006 continued • Quality Improvement: Poor manufacturing quality and missed deliveries resulted in “commercial hold” by primary customer and potential revocation of QS-9000 certification. Engaged manufacturing quality management and implemented improvement plans including reviews of product control plans, PFMEA’s and test coverage analyses. Within 7 months, increased quality score 38% removing the commercial hold. Senior Engineering Manager, 1999 – 2001 • Best Practices: Identified opportunity to improve efficiency and accuracy of work output. Developed and tracked metrics to measure cycle time, committed resources, and validation success rate. Completed benchmark studies to identify and implement Best Practices. Within 90 days, reduced cycle time 20% and sustained improvements. • Process Improvement: Increased resource efficiency was needed to ensure competitive pricing. Built the team and led the initiative to establish platform designs and created checklists. Reduced cycle time 20% and improved success rate 40% within 120 days. This process was permanently adopted as a “Best Practice”. • Research and Development: Challenged to reduce cost in product design to bolster EBIT. Led an R&D team that identified a new low cost material to be used in platform design. Identified local University to perform testing with nominal funding. Material was implemented at a 50% reduction in cost. This effort resulted in annual savings of $5M within the first year, a patent, publication, and continued savings. Engineering Manager, 1998 – 1999 • Productivity Improvement: Ad-hoc processes needed formal documentation to meet QS-9000 quality standards. Led a team completing process mapping and documentation within 90 days. By day 120, achieved 20% increases in productivity and design efficiency were realized. Design guidelines recognized as “best in class” practice by auditor, and used to train new hires, reducing time needed to reach productive contribution. Section Manager, 1996 – 1998 • Market Share Restoration: Product market share was eroding due to high manufacturing cost. Challenged by Leadership to develop a new design to regain competitive position. Assembled a team of engineers, developed concepts, performed analysis, and fabricated functional prototypes. Achieved a completely new, adaptable product and process. Within 9 months, reduced costs 40%, obtained patent, and restored market share. Program Manager, 1995 – 1996 • Customer Acquisition through product innovation: Tasked to develop a more reliable product design to steal a customer from the competition. Built and led a multi-functional team, developed a high margin, robust design within 120 days. Within 7 months, captured the customer producing $20M ongoing annual revenue. Group Leader, 1990 – 1995 • Product Development: First supervisory role, leading team of engineers in product development. Challenged to direct and oversee group activity, mentor and develop their capability. Established group structure, scheduled assignments, product development, and launch activities. Developed and released eight products during this period and promoted several group members based on demonstrated maturation and performance. Senior Engineer, 1988 – 1990 • Product Design: Hired to develop a new product for emerging applications. Benchmarked competitor’s products, established design criteria, concept design, and cost targets within 120 days. Within 2 years, patent and customer commitments were received, and production line was established. EDUCATION AND PROFESSIONAL DEVELOPMENT MBA, Illinois Institute of Technology, Chicago, IL, 1990 BSME, University of Illinois, Urbana/Champaign, IL Graduate of Motorola’s Leadership Institute, having completed a year-long development program consisting of seminars on leadership and strategy, coaching from Senior Leadership, business case studies, book reviews and networking events amongst 25 program participants selected from varied business units. Seminars included Leadership at the Edge, Leadership at the Peak, Leading Out Loud, and Strategy – The Art of Winning.