Post on 15-Jul-2015
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
Introduced demand driven capacity adjusted planning
Optimized business to generate
$3.0MM in additional profitability.
Strategic and Process Planning Increased Parts volume and profitability
Developed and applied a Strategic Pricing module
Conducted competitive price point analysis
Standard parts basket market comparison
Segmented parts business into four key segments
Price point, Core, Visibility, Customer
Identified value added delivery channels
Applied tailored price factors to each segment
Aligned parts business to generate
$1.5MM in additional profitability.
Strategic and Process Planning Assessed vulnerability to protect profitability
Delivered a study to define impact of industry trends
Identified customers with weak market position
64 of 150 paper mills identified as being at risk (42%)
Measured revenue loss of decreasing customer base
Product segment sales volume (20%)
Gross profit dollars by product segment (37%)
Proposed management actions and changes
Protect and grow lucrative segments
Adjust overhead cost structure
Proactive management to needed
decision making. 0
10
20
30
40
50
60
70
80
Sales Earnings
2006
2015
Strategic and Process Planning Launched operations effectiveness surveys
Targeted operational improvement with customer input.
Identified customer expectations by business activity
Capital versus aftermarket
Sales and service functions
Activity based operational effectiveness was measured
Sales process and customer interaction
Parts, repair, service and project delivery departments
Set priorities management actions in mission critical areas
Align needed improvements with core operational areas
Realize changes as part of the 5 year plan.
Adopted in North America to strengthen operations,
ensure customer loyalty and grow revenue.
Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
Mergers and Consolidations Consolidated triple site operation
Integrated 3 Divisions into single site operation
Metso Paper, Minerals and Automation
Separate under-utilized sites
Consolidation launched to support common operating unit
Centralized administration, H.R., I.T.
Shared facility with autonomous operations
Leveraged synergies and common services
Aligned infrastructure to industry trends
Pulp & Paper in decline – reductions foreseen
Minerals, mining – expansion capabilities
Reduced infrastructure costs $650M/Yr.
Mergers and Consolidations Merged 3 sales & service organizations
Integrated 3 operating Divisions to a $70MM unit
Reorganized divisions to single structure
Consolidated Sales and Field Service teams
Reduced I.T, H.R., administration redundancies
Applied shared services, finance and administration model
Reduced operating costs 13%
2700
2800
2900
3000
3100
3200
3300
3400
3500
1999 2000Op. Exp.
Mergers and Consolidations Combined 4 common customer sales teams
Merged 4 separate sales groups into a common team
Focused on complimenting skill and expertise sets
Capitalized on sales competencies to drive results
Leveraged customer relationships
Improved sales reporting processes
Reduced redundancies
Improved sales effectiveness
Reduced sales costs 48%
0 200 400 600 800
1999
2000Op. Exp.
Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
Directing Sales and Marketing Sales force restructuring
Increased field sales 17% in a declining market.
Optimized field sales representation in 5 of 7 markets
Introduced a weekly, sales rep level prospect review
Increased key opportunity sales support and yield
Implemented a quarterly market price survey
Established 3rd party alliances to grow new sales segments
Mining, Automotive, Residential
Grew national account propane margin, service sales
Grew field sales revenue and market share.
Directing Sales and Marketing Organized a division level promotion plan
High margin sales growth with focused marketing
Combined publicity campaigns across ON and QC regions
Common market segments for the Division
Improved consistency of corporate message and image
Feature product business developed simultaneously
Promotion schedule linked to business segment cycles
Publicity synchronized to high buying activity
Increased sales to meet capacity
Grew sales in high margin product
segments. 940960980
10001020104010601080110011201140
2006 2007
Sales $K
Directing Sales and Marketing Growing key account sales and loyalty
Developed key account plans for major accounts
Established 12 month strategic account plans
Complemented by sales management follow-up and support
Improved client relationships
Grew sales in low share, high margin product segments
Quarterly action plan reviews
Formalized team sales approach
Good to outstanding results!
0
200
400
600
800
1000
1994 1997
Sales $K
Directing Sales and Marketing Developed high margin service sales volume
Decentralized & upgraded sales force
Turned 60% of sales force to entrepreneurial model
Relocated field sales to regions of high client concentrations
Automated and computerized sales force
Focused sales force to aftermarket segment
Established new product category sales objectives
Revenue growth of 80% over
3 years.
0
5
10
15
20
25
30
35
1994 1997Sales $M
Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
Operations Management Reduced operating costs in a declining market
Recovered $8MM or 23% in operating efficiencies
Adjusted technical service and delivery capacity to demand
Eliminated non productive assets
Optimized inventory levels to just in time
Centralized asset purchasing
Reduced overtime costs
Increased delivery efficiency
Reduced operating costs $8MM
over 3.5 years.
0
5
10
15
20
25
30
35
40
End 2009 YTD 2012
OperatingExpense$MM
Operations Management Increased Fleet Maintenance Efficiency
Increased service capacity 12%
Recovered $638M/Yr. in maintenance costs
Updated maintenance schedule to manufacturers standard
Increased preventive maintenance intervals
Reduced parts and consumables costs
Increased service technician capacity
Reduced $638M/Yr. in excess
maintenance costs.
Operations Management Automated quote process to increase sales
Reorganized quoting process to price list format
Rationalized product offering
Eliminated pre-quote engineering for standard products
Quote lead times dropped from 28 day average to same day
Created electronic price list
Issued to inside sales to allow immediate quoting.
Easy quotes with standard templates
Consistent value proposition of product
1 day quotes versus 28 days
Sales up 164% within 12 months!
0
5
10
15
20
25
30
Before After
Days
Sales $M
Product Management Realized mature product growth
Revitalized mature product segment
Innovated a dedicated product management plan
Transferred control from the foundries to manufacturing
Reduced critical component lead times 6 to 8 weeks
Repositioned brand and product attributes
Developed new promotion material
Calibrated pricing to market levels
Significantly cut quote times
Revenue up $2.5MM to $4.1MM
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Jul-97 Jul-98
Million $
Leadership Profile
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