James Green.

Experienced Global B2B Operational Leader and Strategic Innovator in the Water and Wastewater, Environmental, Chemical and Manufacturing Industries

Next Role:

  • C-Level or Executive Role in Operations, Marketing, General Management
  • VP or Division Leadership
  • General Manager

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Green_1702a

Transformational Business Leader

I am an experienced P&L leader in the B2B water sector, environmental, chemical, and manufacturing industries with a deep knowledge of the industry.  With a career built on a rich background in technical and engineering water treatment services, strategic marketing, plant management, product management / supply chain management and sales management, I lead medium and large businesses in turnarounds and profitable growth through process optimization, culture change, strategic marketing and new business models, M&A, and Innovation.

Experience

2018-Now

 

Strategic Marketing Leader (Current Job)

Global Water and Environmental Company, >$350 Million Responsibility

2014-2018

 

Strategic Business Unit Director - Industrial Water

Carve out and Turnaround of a >$400 Million Industrial Water Industry Business

2010-2014

 

Lead Product Engineering / Product Management

Global Water and Environmental Firm - Engineering / Marketing / Product Management

1996-2009

 

Vice President and General Manager

Turnaround of a North America Water and Wastewater Services Company

Key Accomplishments

  • Converted 8 year failed water treatment project to commercial viability in <6 months
  • Improved Profit Margin % by 30 points in North America Chemical Company
  • Doubled EBITDA and Transitioned 1:4 Win:Loss Rate to 12.7:1 Win:Loss Rate

I took over a failing innovation project focused on developing next generation water treatment chemistry for an industrial water application.  The project had been “on the books” for 8 years, but was so toxic that the product management and water industry research teams had yelled at each other during an executive meeting and hadn’t spoken to each other in months.  As a direct project manager, I successfully managed the project team and utilizing a deep understanding of project and team management, delivered a commercially viable product in <6 months, without the need to change out any team members.  The team was awarded multiple patents, protecting the IP, and the new water industry product delivered 20% of the growth target for the business in <3 months after launch, shut down competitive products and marketing, and is now the leading technology in the industry, changing fundamental chemical methods and the industry as a whole.

I took over as VP and General Manager of a fast-declining chemical manufacturing and environmental services company in late 2003.  Primarily serving the water treatment, wastewater treatment, and food industry, the business model was based on manufacturers distributors who were supported by a central chemical production facility operating with no margin. Over the following 3 years I led the business in buying out and acquiring the manufacturers distributors and replacing them with a standard business development and sales team.  The aging production plant and associated supply chain was plagued with post 9/11 homeland security issues and equipment so old (early 1900s) that it was almost impossible to upgrade to current water treatment, food industry, and life sciences production standards.  Making the tough decisions to ensure sustainability, I moved the business, eliminated production staff, downsized office staff, and streamlined the supply chain, sourcing and contract manufacturing (toll-blending).  Within 5 years, we had improved the margin by 30 percentage points, began penetrating new markets, and saw substantial growth in the business.  Ultimately, I delivered the strategic sale of the business to a regional competitor.

I joined the company as it was being carved out from a large conglomerate and my business unit was losing 4 customers for every 1 that they won (1:4 Win:Loss Rate).  The business had no marketing, product management or business development team or processes, the products they sold were failing in field applications, and the sales team was unable to penetrate the target water and wastewater markets. To solve the issues in this >$400 Million business, I built out the strategic marketing processes for the business, and designed, hired and managed the professional development of the product management and marketing team for the division, in addition to directing strategic investments in sales personnel and water industry strategy as a whole.  I led the team in development of the customer value propositions, sales targeting, and new product development worth >$200 Million in projected revenue growth that allowed the business to transition from a middle market focus to a heavy industry focus, reduced product line size by 70%, and client companies cost by 50%.  Within 2 years we had transitioned the business to a 12.7:1 win:loss rate, and confirmed our success further when our main competitor exited the market in key regions.

Are you a recruiting firm conducting an executive search for a  water executive or top talent business leader?