Service, Operations, Sales, and Business Development expert in the wind energy field.
A proven leader with over 20-years experience in field service, operations, sales, and project management at mid to senior levels. Proven expertise in developing metrics, business development, strategic planning, contract negotiations, budgeting, and change management. Is a resourceful problem solver with the ability to develop new and appropriate organizational strategies and tactics to achieve successful outcomes.
Six Sigma â— Lean Service Management â— Business Development â— Sales â— Project Management â— Strategic Planning â— Pre-Sales Support â— Budgets â— Customer Retention â— Multi-site Installations â— Metrics â— Team Development â— Coaching â— Wind Energy Industry â— Presentations â— Proposals â— Service Contracts â— Software Driven Capitol Equipment â— Computer Controlled Electro-Mechanical Equipment
Vice President Sales â€“ Plarad Bolting Technology LLC (2009-2010)
Managed sales activities for wind energy clients in North America for new USA division of a German company who is a leader in electrical, pneumatic and hydraulic driven Torque and Tension Systems in Europe. Responsibilities included developing relationships and selling product to wind turbine OEM organizations, third party wind energy service companies, and wind energy construction companies. Also responsible for recruiting independent sales representatives and negotiating relationships with distributers.
Regional Manager â€“ Vestas American Wind Technology, Inc. (2007-2009)
Managed western United States service organization for the worldâ€™s leading supplier of wind turbines. I provided leadership to 12 site managers responsible for providing service and maintenance to multiple wind farms. I had responsibility for a total of 220 employees. Total regional service revenue responsibility exceeded $30 Million.
â€¢ Supported New Turbine Sales and Renewable Service Sales departments with customer negotiations, contract requirements, feasibility evaluations, availability guaranties and liquidated damage specifications.
â€¢ Marketed, priced, and provided services to customers with expired contracts (end of warranty inspections, equipment modifications, generator/gearbox replacements, blade repair services, etc.)
â€¢ Negotiated end of warranty customer claims with senior management of power providers.
â€¢ Negotiated settlements for legal claims resulting from contractual requirements, obligations, and liquidated damages.
â€¢ Set up new operation and maintenance centers by negotiating lease agreements, equipment and vehicle purchases, hiring site management, etc.
â€¢ Worked with wind farm owner/operators to maximize production and improve efficiencies in order to maintain and improve energy productions resulting in increased revenues.
â€¢ Negotiated and managed agreements with third party providers to supplement Vestas services in areas such as blade repairs, tower cleaning, generator repairs, and turbine retrofits and modifications.
â€¢ Assisted owner/operators with community relations through Chamber of Commerce involvement, sponsoring community activities, donations, and meetings.
â€¢ Worked with projects to provide final commissioning of wind turbines after construction. Managed final â€œpunch listâ€ items between projects and service and coordinated completion responsibilities between different internal departments as well as the owner/operator of the wind farm.
â€¢ Was responsible for developing final budget for commercial service operations for the western United States.
â€¢ Met with all major owner/operators on a monthly basis to discus and negotiate final availability percentage per contractual obligations. Reviewed SCADA data, production records, force majeure issues, and safety with customer.
Customers supported included Enel, AES, Portland General Electric, Puget Sound Energy, Iberdrola Renewables, Shell Wind, BP Alternative Energy, PacifiCorp, FPL, SMUD, Horizon, Caithness, and others.
â€¢ Developed improved investigative procedures and root cause analysis for recordable safety incidents within the service organization. New procedures along with increased focus reduced safety incidents by 22% over previous 6-month period.
â€¢ In conjunction with Vestas renewable sales organization, negotiated multi-million dollar, 10-year service and maintenance agreement for wind farm owned by major United States oil company.
â€¢ As a key member of focus group, developed standardized policy and procedure for handing over wind turbines from project group to service organization after final commissioning, minimizing incomplete punch-list items and improving final quality of product and installation.
â€¢ Was the regional leader as part of a focus group to standardize procedures and work instructions in order to improve processes and efficiencies. This was to decrease the amount of maintenance time which in turn increased the amount of production availability time for the wind farm owner/operator.
West Coast Service Manager â€“ Avery Weigh-tronix, Inc (2004-2007)
I provided leadership and reorganization to new west coast direct service organization of major international manufacturer of commercial weighing and force measurement equipment. My direct reports included service management personnel at 7 locations in 4 states as well as a call center. I was responsible for a revenue budget of $14.5 Million.
â€¢ Increased service revenue 11% over a 12 month period by developing metrics, developing organizational structure, and redefining management roles and responsibilities.
â€¢ Consolidated field office administrative responsibilities and implemented a single regional administrative center to provide dispatching, accounts payables and receivables, sales support, etc.
â€¢ Increased technician productivity 30% over 12 months by developing standards, managing metrics, and redefining territories.
â€¢ As a member of the acquisition team, was instrumental in the purchase of a small scale company in Tucson, AZ by performing due diligence and financial analysis.
Senior Manager Service Operations â€“ Lockheed Martin PTI (2002-2004)
Managed national service organization for a division of Lockheed Martin that had a 40% market share in software driven electro-mechanical capitol equipment. Had full responsibilities for the national field service organization, technical help desk, customer and technical training center, repair center, service inventory and service contracts. I was solely responsible for $27 Million in service revenues.
â€¢ Successfully negotiated a multi-year on-site service agreement for a major presort bureau in California to service multiple pieces of equipment manufactured by a competitor. The value of this contract was in excess of $1 Million.
â€¢ Managed a 6-month project consisting of 18 complex systems, each installed at a different location, for a major DVD rental company. After project completion, negotiated an all inclusive service maintenance agreement with customer.
â€¢ After Lockheed closed business in June 2003, provided consulting services to Opex Inc who was interested in purchasing specific technical and non-technical assets from Lockheed Martin.
Regional Service Manager â€“ Bowe Systec, Inc. (2000-2002)
Provided leadership in western United States region for German corporation that sales, services, and manufactures large system integrated capitol equipment used in the mail processing industry.
â€¢ Provided on-going project management and 24/7 service to the second largest utility mailing center in the world. Service staffing at this site consisted of 33 service engineers, 4 service supervisors, and one site manager. Service revenue for this single site consisted of $3.1 Million.
â€¢ Out of four United States regions, this region was the only one that generated profitable results for two consistent years. Total region revenue was $6.2 Million.
Service Director â€“ Inscerco Manufacturing, Inc. (1998-2000)
Managed service organization for privately owned company that designs, manufactures, sells, and services automated electro-mechanical computer integrated systems used in the document processing industry. Managed direct service organization for Illinois, Indiana, and Wisconsin; and managed service through a dealer network for the rest of the country.
â€¢ Developed and implemented new service agreement options in order to provide service to self maintenance customers insuring guaranteed advance revenue for Inscerco while at the same time providing customer discounts to customer.
â€¢ Designed and implemented technician incentive plan providing bonuses for service contract renewals.
Regional Service Manager â€“ Bell and Howell Mail Processing Systems (1979-1998)
I began employment as a Service Engineer for a company that manufactured electronically sophisticated high speed capitol equipment used in the document processing industry. I was promoted to Regional Technical Analyst in 1983, Regional Technical Manager in 1985, and Regional Service Manager in 1991. I successfully managed revenue in excess of $3.5 million consisting primarily of negotiated service agreements.
â€¢ Forced third party service organization out of business by providing world class, â€œknock your socks offâ€ service to customer base. This resulting in an additional $800K of annual service revenue.
â€¢ Developed metrics in order to base line measurements including on time preventive maintenance, response time, repairs between inspections, and inventory turns.
â€¢ I was key member of the acquisition team which purchased a successful licensed dealer in Phoenix. This resulted on additional annual revenue of $3 million.
EDUCATION AND CREDENTIALS
M. San Antonio College, Walnut, California
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