Expert in Sugar Cane Equipment and all sugar consulting needs.
Expert ID: 732885 Louisiana, USA
Training to Customers and Dealer development.
: Many of the sugar producing countries in Region 1 are new to harvesting mechanization. Their traditional field cultural practices that are sufficient for manual harvesting will create numerous problems as they transition to mechanical harvesting. While row spacing, row profile, row length, headland width, and obstacle removal seem to be easily acted upon to suit mechanization, decades of tradition stand directly in front of progress. Even researchers in these markets can be difficult to convince. Their studies have shown that traditional methods are optimal for local conditions. Since they have not been involved in research that considers crop-machinery interaction, they are not quickly convinced that change will optimize production in the new paradigm. One method for overcoming traditional beliefs is to get a few machines in the market and let the growers and local researchers learn to adapt. This, however, is a slow process that can take decades. Another, more accelerated method is to bring growers and researchers in the local market together with experts from markets that are mechanized or those that are currently making the change from hand labor to mechanization. This is by far the quickest way to get local buy-in for moving to cultural practices that are conducive to mechanical harvesters. 6. Publish a “Mechanization Field ManualPublish the results and disseminate thoroughly in the local market.
2. Presentation of papers in local sugar organization meetings.
3. Presentations to key local grower organizations and local research groups.
4. Field visits.
|Year: 2016||Degree: Engineering||Subject: Agriculture||Institution: Career Academy|
|Year: 2017||Degree: Accounting||Subject: Office and Business||Institution: International Open Academy|
|Year: 1997||Degree: General Studies||Subject: General Studies||Institution: Thibodaux Vocational School|
|Year: 2015||Degree: Scrum certified||Subject: Office Meetings||Institution: Career Academy|
|Year: 2017||Degree: Living Online||Subject: Social Media||Institution: Career Academy|
|Years: 1997 to 2015||Employer: (Undisclosed)||Title: Marketing Support||Department:||Responsibilities: Supporting Sales and Engineering development.|
|Years: 1995 to 1997||Employer: Cameco||Title: Technician||Department: Service and Production||Responsibilities: Customer support|
|Years||Country / Region||Summary|
|Years: 2013 to 2014||Country / Region: China||Summary: training and support CH330 at John Deere Factory|
|Years: 2014 to 2014||Country / Region: Dominican Republic||Summary: Consulting, Training and Customer support|
|Years: 2013 to 2013||Country / Region: Nicaragua||Summary: Support Nimac John Dealer and consulting to Sugar Mill|
|Years: 2013 to 2013||Country / Region: Argentina||Summary: Consulting Ledesma Suagr Mill and Supporting Zafra John Deere Dealer|
|Years: 2013 to 2013||Country / Region: Thailand||Summary: consulting sugar Customers and TKE Dealer and Training,Customer Support and Sales|
|Years: 2013 to 2013||Country / Region: Thailand||Summary: Training New John Deer Dealer and kicked off some new sugar cane farmers|
|Years: 2013 to 2013||Country / Region: Thailand||Summary: Training and customer supporting and Sales|
|Years: 2013 to 2013||Country / Region: Thailand||Summary: sales grouth and provideing exceptional customer and dealer support|
|Years: 2013 to 2014||Country / Region: Guatemala||Summary: Consulting to Biggest Sugar Cane Contractor in The world|
|Years: 2017 to 2017||Country / Region: Vietnam||Summary: Consulting with new Growers|
|Licenses / Certifications|
|Award for 70 plus sales of CH570 in Thailand 2018 season|
|Traveled throughout the world.|
|Other Relevant Experience|
|Training on how to match the Field to the harvester.
• For my direct reports and teams, I am required to:
• Travel to South America, ASIA and abroad on various assignments.
• Dealer Development
• * Establish clear performance requirements
• * Truthfully evaluate performance
• * Provide ongoing coaching, feedback and recognition
• • Developing and evolving the analytic infrastructure.
• • Promoting collaboration and analytic best practices.
• • Driving growth, cost reductions and profitability.
• * Actively support personal and career development efforts
• * Assess and develop employee leadership potential
• * Integrate new talent
• * Communicate effectively
• * Constantly learning. And that means reviewing my performance and reflecting on it.
• * My manager will measure my success through the John Deere Manager/Supervisor Guidelines
Help manage the design and development of Ag dealer training that
is in alignment with company priorities with a focus on Market
Performance and Building Dealer Strength.
Manage the development, edit function, and distribution of Product
Information capitalizing on efficiencies of the latest tools and
Manage the creation and maintenance of a Training Information
Library that can be accessed and utilized worldwide. Manage the
development of processes that lead to the creation of
quality training and product information that can be leveraged
Directs dealer training development activities that align with the Expert
Tactical Marketing group and align with Factory and Branch marketing
plans. Determines priorities of training strategies. Oversees the
formation and consistency of a structured curriculum that support
certification requirements and a recognition process for Ag. Dealership around the world.
Oversee support of JD-QPS by ensuring alignment with John Deere Thibodaux Factory contacts and strategy to support the quality effort….