Expert Details
Commercial Trucking and Agricultural Equipment
ID: 733991
Illinois, USA
Promoted to lead product planning for Peterbilt’s Class 8 and Medium Duty trucks in 2011. Developed brand strategy for new and current target market segments. Defined product specifications to enter markets or expand share. Met sales and profit objectives while understanding the competition’s products and price/cost position. Customer research involved market immersion interviews, product clinics, customer satisfaction surveys, and product gap analyses. Research supported the long-range product plan, product concept proposals, Books of Wishes, Product Description Books, and business plans. Product definition included aftermarket and product retirement strategies. Justified and initiated Proprietary Driveline Program. Retained program management responsibility and reported directly to Peterbilt’s General Manager.
• Launched $400M aluminum stamped truck cab & system architecture. (Lightest, Most Aerodynamic, Model 579/567)
• Achieved record market share for Medium Duty, Class 8, and Refuse Segments
• Earned JD Power Award for Vocational Product
• First manufacturer to win both the Heavy Duty and Medium Duty ATD truck-of-the-year award in the same year
• Championed and facilitated Human Centered Design, shifting Peterbilt’s innovative problem solving culture
• Launched and harvested technologies from Peterbilt’s DOE Super Truck over a year before all competitors
Drove global profitability and product development for the Tractor Product Line. Increased revenue and profit beyond $4B and $0.7B respectively. Professionally developed over 220 personnel across four platform/engineering teams. Strategic development and accountability for product plans through the product life cycle. Promoted and priced products with commercial and service organizations. Initiated, grew, and led a 45-person engineering and validation team in Mexico JV.
• Earned Tractor & Machine-of-the-Year awards with innovative Cash Crop Track/CVT system. Disrupted the industry
• Launched Tier 4 Emissions Programs across four platforms within $105 million budget (Compact Tractor-of-the-Year)
• Homologated and customized product for emissions levels in Europe, Asia, Australia, and South America
• Executed new transmission, track, steering, cab and systems architecture programs
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 1992 | Degree: BS | Subject: Environmental Engineering | Institution: United States Military Academy, West Point |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2021 to Present | Employer: Undisclosed | Title: Vice President - Engineering | Department: |
Responsibilities:Provides tools for every trade and outdoor need. The leader in electrification. Revenues over $9B.Disrupting outdoor power equipment within a high-growth electrification strategy. Globally engineering on 3 continents. Ramping engineering resources for scale. Staffing a 250 engineer organization for Hand-Helds, Walk-Behinds, and Ride-On Vehicles. Developing brand-enhancing Autonomy and IoT connectivity. More than doubled OPE business from $370M to over $800M in 2 years. Designed & Integrated Custom Motors, Custom PCBAs, Firmware and Batteries into 16 Power Tools/year. Grew the product development organization over 500%, 45 to 250. Developed relationships and products in Vietnam, China, and Mexico. |
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| Years | Employer | Title | Department |
| Years: 2020 to 2021 | Employer: Aebi Schmidt Holding AG | Title: Global Head – Product Management and Engineering | Department: |
Responsibilities:Global leader in Airport, Rail, Snow Removal and Construction equipment. Headquartered in Switzerland with $1B in Revenues from 10 Plants and 120 dealers globally.Implementing best practices via start-up and turn-around methodologies for M&A. Commonizing embedded systems and electrical architecture. Unifying engineering processes for scale and cost savings. Implementing NPD Tollgate methodology. Initiating product management. Reports to CEO as an executive staff member. Developed and Integrated Autonomous, Electric, and Connected Vehicles for the Global Organization. |
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| Years | Employer | Title | Department |
| Years: 2018 to 2020 | Employer: MANITOU GROUP | Title: VICE PRESIDENT - ENGINEERING | Department: |
Responsibilities:Leads all facets of engineering, 180 personnel. Reports to President – as member of executive team.• Reorganized department for turn-around and growth. Facilitated and trained Human Centered Design. • Launched factory-installed connectivity, small track loaders for Home Depot, low-emissions Telehandlers, the largest Skid Steer Loader on the market, new hydraulic controls for 3 Track Loaders, and new Telescopic Articulated Loaders • Initiated 4 platform redesigns for commonality and alignment with the product plan for electrification and autonomy • Started a design center in India |
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| Years | Employer | Title | Department |
| Years: 2017 to 2018 | Employer: CNH INDUSTRIAL | Title: SR. DIRECTOR | Department: CONNECTIVITY SOLUTIONS |
Responsibilities:Promoted to lead the precision solutions product line with OEM production and over $600M in aftermarket revenue. Achieved profit center margins between 20-25%. Oversight for hardware and software product development to control vehicle and corresponding applications to include telematics, displays, data analytics, service delivery, and autonomous operation for overall connectivity from 180-person team. Populates, prioritizes, and manages the Precision Solutions Portfolio with corporate executive board.• Launched autonomous tractors under the Case IH and New Holland Brands at Farm Progress Show with Nvidia • Developed in-house connectivity and precision farming solution (Receiver, Controller, Display, Base Software and Apps). Vertically integrated hardware and software solutions to retain significant margin, up to 4% or $8000 • Collaborated with executive leadership to tie projects to strategic objectives, maximize portfolio financial value, and provide updates. Implemented JIRA toolset for agile software development |
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| Years | Employer | Title | Department |
| Years: 2014 to 2017 | Employer: CNH INDUSTRIAL | Title: Director | Department: TRACTOR PRODUCT LINE |
Responsibilities:Drove global profitability and product development for the Tractor Product Line. Increased revenue and profit beyond $4B and $0.7B respectively. Professionally developed over 220 personnel across 4 platform/engineering teams. Strategic development and accountability for product plans through the product life cycle. Promoted and priced products with commercial and service organizations. Initiated, grew, and led a 45-person engineering and validation team in Mexico JV.• Earned Tractor & Machine-of-the-Year awards with innovative Cash Crop Track/CVT system. Disrupted the industry • Launched Tier 4 Emissions Programs across 4 platforms within $105 million budget (Compact Tractor-of-the-Year) • Homologated and customized product for emissions levels in Europe, Asia, Australia, and South America • Executed new transmission, track, steering, cab and systems architecture programs |
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| Years | Employer | Title | Department |
| Years: 2011 to 2014 | Employer: PETERBILT MOTORS CO. | Title: Director | Department: Product Planning |
Responsibilities:Promoted to lead product planning for Class 8 and Medium Duty trucks in 2011. Developed brand strategy for new and current target market segments. Defined product specifications to enter markets or expand share. Met sales and profit objectives while understanding the competition’s products and price/cost position. Customer research involved market immersion interviews, product clinics, customer satisfaction surveys, and product gap analyses. Research supported the long-range product plan, product concept proposals, Books of Wishes, Product Description Books, and business plans. Product definition included aftermarket and product retirement strategies. Justified and initiated Proprietary Driveline Program. Retained program management responsibility and reported directly to General Manager.• Launched $400M aluminum stamped truck cab & system architecture. (Lightest, Most Aerodynamic, Model 579/567) • Achieved record market share for Medium Duty, Class 8, and Refuse Segments • Earned JD Power Award for Vocational Product • First manufacturer to win both the Heavy Duty and Medium Duty ATD truck-of-the-year award in the same year • Championed and facilitated Human Centered Design, shifting innovative problem solving culture • Launched and harvested technologies from Peterbilt’s DOE Super Truck over a year before all competitors |
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| Years | Employer | Title | Department |
| Years: 2008 to 2011 | Employer: PETERBILT MOTORS CO. | Title: DIRECTOR | Department: PROGRAM MANAGEMENT (PMO) |
Responsibilities:Implemented major programs supporting the Division product plan on schedule, scope, and budget, $78.6M capital and $56.8M expense. Led weekly program reviews, quarterly reports, and a product strategy brief for the CEO. Understood and supported the financial culture for a record public streak of 72 profitable years.• Implemented PACCAR 12.9 liter Engine, Natural Gas Platform, Aero Package, Medium Duty Electric Hybrid, Hydraulic Hybrid, 2010/2013 Emissions, Class 8/Medium Duty Interior, PACCAR Display, and DOE Super Truck • 100% six-sigma belt utilization saved $1,970,000 and improved department productivity • Enhanced product creation process with APQP discipline, PPAP projection/staffing macro, internal innovation Blog • Earned Project Management Professional (PMP) certificate and implemented PPM solution for global program mgmt. |
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| Years | Employer | Title | Department |
| Years: 2005 to 2008 | Employer: KOHLER COMPANY | Title: DIRECTOR | Department: ENGINEERING |
Responsibilities:A privately held company and the largest manufacturer of plumbing products in the United States. Kohler employs over 31,000 global associates and exceeds $5.5B in sales.Promoted to direct all global product development in 2005. Ensured consistent processes were employed across multiple disciplines, global organizations, and product categories. Championed product technologies to support the company’s long-range business plan. Recruited and professionally developed a 55-person staff. Global staff included 8 personnel based in Thailand, dotted lines to electrical engineering, dotted lines to manufacturing operations, and partnership with 40-person engineering team. • Business Unit Lead (Marketing, Industrial Design, Manufacturing, Engineering, and Program Mgmt). • High performance platform drove 13% 5-year CAGR for a $930M sanitary business • Worked every Kitchen and Bath show, interfacing with record numbers of customers and dealers • 36% Vitality sales from record numbers of product releases per year, 12 toilets vs. a previous high of 6, 67 total products released in 2006. Productivity was at a record level of 28.3 (Vitality Sales/Development Expense). • Warranty reduced from 1.8% to 1.0% in four years. Used Shainin techniques. • $6.1M contribution to annual net income with value engineering • Won the National Society of Professional Engineers (NSPE) new product award for the Cimarron toilet • Won two Red Dot design awards for the Purist toilet and Waterless Urinal • Realistically promised and over delivered. Project slip reduced from 25% to less than 10%. • Growth facilitated by 50% increase in Electro-Mechanical expertise. Reskilled, recruited, and retained Electro-Mechanical job family from 1 to 6 engineers. Mentored managers and contributors in China EM center of excellence • Technical Road Maps guided the development of 6 technology platforms from R&D to production and reuse • Facilitated development and patents for the world’s leading toilet technology in performance, water use, & cleanliness. • Global collaboration resulted in 14 Global projects per year from 9 globally dedicated personnel, 7 internationally and 2 domestically based. Consolidated outsourced engineering with one vendor. • Correlated customer expectations to performance tests using pattern recognition and reducing test protocols by 30% • Drove Systematic Innovation Training that resulted in industry leading toilets furniture, and toilet seat technologies • Professional development and hiring expertise resulted in HR adoption of my recruitment methodology. Developed candidates for other departments. Hired 18 high potential engineers for critical business growth (2 Directors now). |
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| Years | Employer | Title | Department |
| Years: 2000 to 2005 | Employer: KOHLER COMPANY | Title: ENGINEERING MANAGER | Department: KITCHEN AND SANITARY PRODUCTS |
Responsibilities:Led 21 engineers and 8 CAD designers. Developed Toilets, Seats, Bidet Seats, Furniture, Lavatories, and Cook Sink. Competencies honed for Electromechanical, Vitreous, Cast Iron, Stainless Steel, Plastics, Wood, Glass, Color, and Artist Edition products. Facilitated growth: 1 to 3 brands, 5 to 11 plants, 2 to 6 product lines, and 3 to 9 flushing platforms.• Championed Six Sigma combining Taguchi Designed Experiments (DOEs) and CFD. Certified and utilized 2 black belts, 6 green belts, 2 Finite Element Analysis (FEA) and 1 Computational Fluid Dynamic (CFD) specialists. 21 engineers certified in and utilized Design for Six Sigma (DFSS). • Recruited & reskilled engineers to grow a core technology group from 5 to 12 engineers and 1 to 6 CAD designers • Achieved record time to market for a Kitchen Product with 100% parametric modeling – Under 4 months • Outsourced CAD for peak demand, increased productivity, reduced costs by 50%, and accelerated schedules |
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| Years | Employer | Title | Department |
| Years: 1998 to 2000 | Employer: JOHN DEERE WATERLOO WORKS | Title: LEAD ENGINEER | Department: |
Responsibilities:The world’s largest producer of Agriculture, Construction, and Commercial Equipment. Over 52,000 employees earn $36.2B.During High Potential Leadership Rotation, continuously improved warranty, cost reduction, and customer satisfaction for the Small Row Crop tractor (100-150 hp). Managed a $5.3M vehicle budget. Supervised one chassis engineer and four designers. Led core teams (quality, purchasing, mfg., suppliers, marketing, and design analysis.) during design and print reviews. Product areas included fuel systems, sheet metal, hydraulics, castings, electronics and weldments. Performed reliability and cost analysis. • $600 per tractor saved during axle implementation program (14,000 tractors/year). • Implemented over $730,000 in annual savings in two front axle support castings. Savings were achieved in part reduction, machining changes, and casting changes. Warranty projects reduced warranty by over 10%. • 88 to 83 dBA noise reduction in exhaust system drive-by noise. Earned 200 tractor sales in Holland. • Promoted to Liaison Engineer, Purchasing in 2000 – Strategically sourced hydraulic components for all John Deere Waterloo Tractors. Implemented cost savings initiatives, quality improvement, part consolidation, and supplier consolidation. Achieved total savings of $1.6M on a $43M platform. |
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| Years | Employer | Title | Department |
| Years: 1997 to 1998 | Employer: JOHN DEERE WATERLOO WORKS | Title: QUALITY ENGINEER | Department: |
Responsibilities:Improved the total quality of 1,220 purchased parts worth over $28M annually between 40 suppliers and 6 commodities, bearings, bushings, friction products, springs, rings, and thrust washers. Teamed with purchasing to develop goals and commodity strategies: supply-base consolidation, cost reduction, and quality improvement |
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| Years | Employer | Title | Department |
| Years: 1992 to Present | Employer: Undisclosed | Title: CAPTAIN | Department: |
Responsibilities:Battalion and Company Operations Officer, Germany, Bosnia-Herzegovina, TexasManaged the daily operations of a 743-person construction unit. Spearheaded for project planning, resource allocations, problem solving, leadership training, coordination, public affairs, and reports. Attended Engineer Officer Advanced Course. Earned EIT. Platoon Leader (Project Manager) and Maintenance Officer, Grafenwoehr, Germany Cared for 42 personnel, their training, safety, job performance, health, and welfare. Coordinated contracts, tracked materials, redesigned projects, made estimates, maintained budgets, followed timelines and worked closely with German and American professional engineers. Maintained 36 pieces of construction equipment worth over $10.7M. |
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Government Experience
| Years | Agency | Role | Description |
|---|---|---|---|
| Years: 1992 to 1997 | Agency: Germany | Role: Captain | Description: US Army Corps of Engineers |
International Experience
| Years | Country / Region | Summary |
|---|---|---|
| Years: 1992 to 1997 | Country / Region: Germany | Summary: Captain, US Army Corps of Engineers |
Career Accomplishments
| Associations / Societies |
|---|
| Six Sigma |
| Licenses / Certifications |
|---|
| PMP |
| Professional Appointments |
|---|
| PMI |
| Awards / Recognition |
|---|
| Superintendant Award - West Point |
| Medical / Professional |
|---|
| PMP |
| Publications and Patents Summary |
|---|
| 1 Kohler |
Additional Experience
| Expert Witness Experience |
|---|
| Litigation with Kohler Company. He was an expert witness for them and deposition claims. |
| Vendor Selection |
|---|
| Yes |
| Marketing Experience |
|---|
| Peterbilt Product Planning |
Language Skills
| Language | Proficiency |
|---|---|
| English | Fluent |