Leadership Delivering Results A progressive, bilingual and bicultural, sales and service operations leader with national and international experience in managing world class, sales, distribution and industrial service operations. Applies an industrial automation and business administration education to capture market, production and administrative opportunities. Possesses strong communication, strategic and analytical skills to deliver effective decision making for business and operations planning and budgeting. Recognized as a customer and results oriented leader focused on operational effectiveness, accountability and team work to deliver customer and corporate commitment. Rick Leroux Executive and General Operations Management Sales, Service & Distribution
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Leadership Delivering Results
A progressive, bilingual and bicultural, sales and service operations leader with national and
international experience in managing world class, sales, distribution and industrial service
operations.
Applies an industrial automation and business administration education to capture market,
production and administrative opportunities. Possesses strong communication, strategic
and analytical skills to deliver effective decision making for business and operations planning
and budgeting.
Recognized as a customer and results oriented leader focused on operational effectiveness,
accountability and team work to deliver customer and corporate commitment.
Rick Leroux
Executive and General Operations Management
Sales, Service & Distribution
Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
Executive and General Management Profitability increased year over year 51% &
45% in a declining market
Reversed a declining profitability trend.
Reduced delivery capacity to seasonal demand
Eliminated non productive fleet assets
Improved margin levels with market segmentation
Restructured, aligned sales force to growth markets
Adjusted inventory levels to J.I.T.
Optimized national accounts
$3.0 MM in profit recovery
51
45
0 20 40 60
Dec. 2011
Jul.-2012YTD
% YOY ProfitIncrease
Executive and General Management Expanded Division product offering for growth
Synergy of product lines to accelerate high profit sales Standardized ON and QC machine product offering
3 new lines in ON, 4 in QC
National and major account growth realized
Sales growth of 7% with Allied, high G.P. sales in 12 months Declining market condition: 2%
Positioned dealership for continued machine and product support growth.
Added $3.5MM of new sales in
declining conditions.
Allied Sls $K
0
5000
2006 2007
Executive and General Management Introduced demand driven inventory purchases
Linked inventory purchases to market demand levels Initiated monthly machine 3rd party sales prospect reporting
Machine models and quantities
Probability and month of customer order
Identified internal machine requirements Long and short term rental
Inventory minimum requirement
Leveraged extended terms on machine inventory
Increase machine inventory
turns 26%.
0
0.5
1
1.5
2
2.5
3
3.5
4
2006 2007
Executive and General Management Reduced cost of goods sold
Turned around manufacturing facility
High % ‘Make’ activity for plant labor absorption
‘Make’ or ‘Buy’ process reviewed and reversed
Changed plant operations leadership
Drove accountability & structure changes
Optimized ‘Make’ product mix
$6.5 MM in profit recovery
0 10 20 30 40
Jun-99
Jan-00
% Margin
Executive and General Management Improved liquidity and reduced A.R. risk
Reduced overdue A.R. level from 15% to 0,5% of sales
Implemented dedicated collections process
Fast complaint resolution process
Average days sales outstanding (DSO) from 109 to 45 days
Overdue A.R. position from $26M to $800K
Recovered $25.3MM in declining
industry.
Overdue A.R. $K
0
5000
Q1 2001 Q2 2006
Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
Strategic and Process Planning Optimized pricing, sales, inventory & operating
capacity
Developed and applied key business processes
Conducted quarterly competitive price point analysis
Increased margin yield
Reduced customer loss
Restructured inside and outside sales force
Centralized customer call center to dispatch center
Aligned sales force to growth and core markets
Adjusted inventory system to seasonal ‘just in time’ demand