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Resume #44132

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OBJECTIVE
Senior management position with an international organization where I can contribute to expanding and penetrating markets, client and product relation management, personnel development, continuous innovation, designing and achieving business objectives and sustained business growth.

SUMMARY
Seasoned result–driven leader adept at utilizing experiences and managerial skills to meet internal and external goals. Accomplished international business manager. Able to quickly identify and assess situations with a perspective that allows strategic insights that accomplishes corporate objectives. Excels at systematically moving multiple complex issues/priorities forward simultaneously. Experienced executive that manages through structure, process, training and communications rather than micromanagement. A change agent and facilitator that seeks to be "best-in-class" in everything undertaken. Strong team builder able to streamline operation, improve performance and develop consensus. Builder of strong relationships.

SKILLS
Business Management – Analysis – Corporate Development – Operation and Financial Performance – Corporate Strategy and Business Planning – HR Development – Market Expansion and Penetration – Client Relation Management (CRM) – Product Relation Management (PRM) – Risk Management – Restructuring – Budgeting – Cash Management

PROFESSIONAL EXPERIENCE
2001 – Present: Baker Hughes Inc
Brazil Country Manager – Baker Atlas
Manager of Corporate Business Development, Angola
2000 – 2001: Consultant
1981 – 1999: Western Atlas Inc. (purchased by Baker Hughes 1998)
General Manager, Eastern Hemisphere – London based
Area Manager, Middle East – London based
General Manager, Finance and Administration – Houston based
Resident Country Manager of Nigeria, Brazil, Mexico, Bolivia and Uruguay
Finance and Administration Manager, Brazil
General Accounting Supervisor – Houston based

EDUCATION
Montana State University, Bozeman, MT 1974 – 1978
Bachelor of Science in Business

Continuing Education Classes
Negotiations/Public Relations/Marketing/ Corporate Finance/Quality Management/Client Retention/Management Skill/ Auditing/Large Account Management Process/Foreign Corrupt Practice Act/Preventing Workplace Harassment/Antitrust Issues/HSE Management Systems

SELECTED ACHIEVEMENTS
Situation 1997 - 99: Managed high potential business unit with low morale, substandard quality control, poor client image and failed management
Actions: Formed task group to develop prioritized action plan and establish product ownership; empowered personnel in cost and quality controls, scheduling and client relationships; created cross department/division coordination and co-operation; formalized marketing campaign.
Results: Industry wide acceptance of product quality; increased operational efficiency; three-year sales increase from $32 million to $130 million.

Situation 1995 - 1996: Managed seven-area division with sales of $80million where each area operated independently with minimal communication or sharing of assets and much duplication
Actions: Formulated and implemented plan for areas to operate cohesively including quarterly meetings, HR development, established financial and operational objectives, centralization of duplicate facilities, asset procurement and transfer policies, and a new compensation plan.
Results: In two year period divisions awarded $30 million of new contracts, saved $2 million with establishment of centralized warehouse and repair facility, reduced spare parts and personnel duplications and increased managerial skills of local personnel.

Situation 1997 - 1999: Identified emerging international market with extreme competition and large long-term revenue potential
Actions: Demonstrated to executive management importance of allocating assets to area; built on existing company relationships with local clients; development new relationships especially with government officials including ministries; monitored and assisted operations to ensure quality product while controlling costs; demonstrated added value to customers; identified and installed resident manager.
Results: Signed exclusive joint venture with national oil company; established permanent local facility; over three years increased sales from $13 million to $48 million; company became unquestionable dominate contractor in market.

Situation 1992 - 1993: Assigned to manage newly formed joint venture with one difficult contract and no company experience operating in country; JV partner had competing operations.
Actions: Secured and maintained control of all aspects of JV; hired and transferred in qualified personnel; hands-on approach to operations to ensure quality and efficiencies; participated in all new tenders; built strong relations with clients.
Results: Operating Profit of 20 – 25% on all contracts; mobilized two new state-of-art- operations; minimal technology transfer to competing partner; excellent client relationships; company able to dissolve JV within three years and operate independently.

Situation 2002 - 2004: Assigned to manage business development in country with huge long term potential; with very few local relationships; five operating divisions in country; and strong competition.
Actions: Identified the key decision makers for all contract awards and extensions; educated and focused divisions; promoted company as a major participant in local content; sponsored numerous in-country technical presentations, meetings and social events; hired senior local business development manager.
Results: Excellent relations at executive levels of national oil company and international oil companies; company seen as a leader in local content; company managers have direct relationships with customers; numerous contract extensions and awards; formed one JV and initiated negotiations on new projects; final year's revenue increased from $53 million to $98 million with OP of 35.7%; long term results are optimistic.

Situation 2004 - 2005: Managed country operations for high tech division; operations unfocused with excessive expatriate workforce; poor efficiency operating rates and minimal contacts with major customers.
Actions: Re-organized operations, marketing and finance/administration departments; formed core management team; established formal plan to build customer relations; increased training for national workforce, especially technical and engineering personnel; transferred out expatriates.
Results: 42% revenue growth; Decrease expatriate workforce percentage from 17% to 5%; OP margin increase of 161%; excellent relations at all levels with customers, successfully entered IOC market

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Brief Description

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