Resilience
In a constantly changing business environment, being able to recover quickly and stay the course in the face of repeated challenges is crucial. When Covid shut down many of the business development tasks and training functions, I quickly pivoted to serve the market through a series of self featured Orientation and training videos;
Financial Literacy
At Wachs Utility Products, I was responsible for driving the growth and profitability of the business unit; two sides of the same coin. To better understand the health of the division, its strenghts and weaknesses, I immediately implemented KPIs for Operations and Business Development; the information revealed would help prioritize our long range goals and focus annual plans for improvement. Below represents a small sample: (due to the sensitive nature of these metrics, specific details are hidden; however over my tenue revenues increased 2.5x and OI improved 18%)
This same approach was leveraged to product development efforts, at various phases of the project; from innitial
specification to design validation, electronic surveys created to accompany support video, then emailed to customer base
(for confidelity reasons, these are only screen captures and not the actual links to view video)
Organization, Motivation & Communication
Organization prevents chaos and keeps you accountable for following through on promises. To that end, everyone up and down in the organizational chart needs to know how we we are planning to grow, what is the expectation and what is their responsibility. Business blueprints are prepared yearly which provide the long range vision (LRP), as well plan the strategies in the short term (AP) to accomplish this. Aspects of these plans associated with growth can be accomplished through NPD or sales, while others associated with profitability can be accomplished through productivity gains in operations via product line simplification (PLS) and efficiency improvements via production in-lining. For the last (15) years I have prepared and developed these plans. I have set the vision for the division and aligned sales, marketing, engineering and operations through these plans so that all energies are focused on shared goals.
Financial
Literacy
At Wachs Utility Products, I was responsible for driving the growth and profitability of the business unit; two sides of the same coin. To better understand the health of the division, its strenghts and weaknesses, I immediately implemented KPIs for Operations and Business Development; the information revealed would help prioritize our long range goals and focus annual plans for improvement. Below represents a small sample: (due to the sensitive nature of these metrics, specific details are hidden; however over my tenue revenues increased 2.5x and OI improved 18%)Resilience
In a constantly changing business environment, being able to recover quickly and stay the course in the face of repeated challenges is crucial. When Covid shut down many of the business development tasks and training functions, I quickly pivoted to serve the market through a series of self featured Orientation and training videos;
This same approach was leveraged to product development
efforts, at various phases of the project; from innitial
specification to design validation, electronic surveys created
to accompany support video, then emailed to customer
base
(for confidelity reasons, these are only screen captures and not
the actual links to view video)
Organization,
Motivation &
Communication
Organization prevents chaos and keeps you accountable for following through on promises. To that end, everyone up and down in the organizational chart needs to know how we we are planning to grow, what is the expectation and what is their responsibility. Business blueprints are prepared yearly which provide the long range vision (LRP), as well plan the strategies in the short term (AP) to accomplish this. Aspects of these plans associated with growth can be accomplished through NPD or sales, while others associated with profitability can be accomplished through productivity gains in operations via product line simplification (PLS) and efficiency improvements via production in-lining. For the last (15) years I have prepared and developed these plans. I have set the vision for the division and aligned sales, marketing, engineering and operations through these plans so that all energies are focused on shared goals.
