Briggs & Stratton is the world's largest producer of gasoline engines and lithium-ion batteries for outdoor power equipment, operating in over 100 countries on six continents. In 2020 a leading global private equity acquired Briggs & Stratton. Full profit and loss responsibility for a $215M global aftermarket division of 200+ people, with 8 global distribution centers, 125,000-part numbers, 180 distributors, 30,000 dealers across 4 operating business segments.
• Developed and implemented a comprehensive enterprise level aftermarket strategy "One Briggs" for the aftermarket business that simplified and streamlined the organization and channel to profitably grow and deliver an enhanced customer experience.
• Simplified and optimized the global aftermarket supply chain and footprint, created operational processes and procedures to facilitate S&OP, inventory, optimized parts flow and sourcing, to yield profitability improvements exceeding 10% ($11M) and improved fill rates by over 50%.

• Represented Briggs and Stratton's strategic interests as a member of Power Distributors board (serving 30,000 customers and 12,500 dealers) through cooperative strategy design and iterative negotiation to augment and articulate key growth objectives.
● CUMMINS INC., 1996 -2022 AREA VICE PRESIDENT 2020 – 2022 Cummins Sales and Service North America (CSSNA) is a $5B business that manages the company's primary sales, service and support in North America for Cummins parts, engines, and power generation equipment. Left Cummins after 26 years to pursue a senior leadership opportunity with a private equity portfolio company.
• Profit and Loss responsibility for a $200M multi-site sales & service organization of 300 employees across multiple states (TN, GA, AL, MS). Post McKinsey & Company led transformation, defined, and executed key operational metrics and sales strategies to achieve profitable revenue growth of over 25%.
• Sponsored leadership development and organizational health impr

• Designed strategy and executed initiatives to grow and pursue margin expansion of a $600M South Region Sales and Service business with 29 operating locations and 1000 + employees. Managed operational excellence, fleet, facility, risk management, quality, continuous improvement, purchasing, communication, and corporate responsibility for the business. Leading to over $10M in profitability improvements.
• Led the business transformation and post-merger integration of four independent sales and service distributors by integrating sales teams across North America to enhance customer experience and achieve revenue targets across national accounts. Created a sales operations team to conduct market opportunity analysis, integrate business planning and enhance sales force capability, improving win-rate for preventive maintenance & long-term service contracts. This increased revenue by $50M.
• Managed the Profit & Loss of a $400M Rail and Defense business across North America by leading sal

Managed product line Profit & Loss for a $1.2B Cummins Filtration business by providing leadership to 12 product managers and marketing professionals to grow sales and improve profitability of five product lines, spanning over 8,000 products.
• Executed market-based pricing strategies to increase product competitiveness and profitability while promoting products to grow sales. Led cross-functional teams of supply chain, manufacturing, engineering, and purchasing to reduce the overall cost of product lines. In 2016 delivered over $5M in margin improvement.
• Launched record number of Aftermarket "all makes" products in 2016 generating over $60M in incremental revenue. The Project was a Winner of 2018 Global Chairman Award.

Built a global organization of eight product planners and managers to define the global market strategy and subsequent investments in 21 product lines for a $7B Cummins Global On-Highway Engine business.
• Articulated product vision by defining key requirements for future products, conducting trend analysis of macro, market, and competitive factors, identifying innovative technologies (electric, hybrid, components), and prioritizing investments across a $500M budget to develop new products.
• Led business development of new products and technologies with key global OEMs (Daimler, Navistar, Paccar, Hino). In collaboration with legal and engineering, managed joint venture agreement negotiations with Dongfeng Motors and Tata Motors for technology license and royalty of Cummins products used in transportation segment.

Served as an internal corporate and business strategy, M&A, divestiture consultant for the company and business segments.
• Growth Strategy: Led the strategic planning process for Cummins Filtration business and defined incremental $500M in strategic growth initiatives, considered the best-led strategic planning processes in the enterprise.
• Transformation Strategy: Spearheaded the strategy work of a $5B Component Business Unit to define the strategy to achieve a realized $3B growth by 2016 by driving synergies amongst business units, developing new and growing current customers while simultaneously leveraging emerging technologies.
• Operational Strategy: Initiated a project focused on optimizing operational costs of Cummins Aftermarket distribution footprint resulting in globally reducing 41 warehouses saving the company over $160M in cost and implementing the $4B Cummins Global Logistics Organization.
• Business Development: Structured the developmental plan for a New Business