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.