VP Sales _ Marketing_ General Manager by pengxuebo


									                                              GREG D. SMITH
P.O. Box 2277                                                                                         Direct: 704-875-6066
Huntersville, NC 28070                          gdsmith56@earthlink.net                              Cellular: 704-502-6666

                                 VICE PRESIDENT SALES & MARKETING

Highly-focused, accomplished executive with expert knowledge in sales and marketing strategies for automotive,
industrial and technical products. Spearheaded successful new business development and market penetration
programs for manufacturing facilities nationwide. Competent leader with excellent skills in building cross-
functional teams and coaching employees to top performance. Core competencies and leadership expertise in:

Sales & Account Management               New Business Development                  Business Planning & Forecasting
National & Regional Sales                P&L Accountability                        Strategic Planning
Marketing Plans                          Product & Aftermarket Sales               Sales Training & Team Leadership
New Product Launch & Positioning         Business Partners & Alliances             Customer Service & Retention
Growth Strategies                        International Marketing                   e-Business / e-Commerce

Truck Bodies & Equipment International (TBEI, Inc.)                                                       2007 to Feb 2008
(A $200M manufacturer of truck equipment products sold through dealers and distributors worldwide)

VICE PRESIDENT SALES, Eastern Region, Charlotte, NC
Recruited to TBEI, Inc. to build sales team and lead company to dominate #1 position in the market. Key
executive position with P&L and leadership responsibility.

Performance Impact: Re-built field sales force into elite team; increasing market share 5% in down market.
 Completely upgraded inside and outside sales personnel to achieve 5% market share increase in very poor
  market conditions. On pace to increase export sales by 150% and parts sales by 30% in current fiscal year.
 Led team in creation of full sales and marketing plan, re-focused Customer Service team via “easy to do
  business with” initiatives (i.e. reduced quote turnaround time by +50%), and implemented a CRM system.

Fontaine Modification Company                                                                                 2004 to 2007
(A $60M manufacturer of highly engineered products for 11 OEM truck companies, dealers and worldwide end users.
A Marmon Highway Technologies Company - MHT)

Recruited by MHT’s CEO to turnaround failing Charlotte operation. Full P&L and leadership responsibility.

Performance Impact: Restructured manufacturing plant plagued with inadequate facilities, poor product quality
and product development delays. Newly upgraded facility now exceeds sales and profitability objectives.
 Fully reorganized work teams and coached employees to improve return on sales (ROS) from -2.6% in 2004
  to 6.7% in 2005 to a final adjusted ROS in 2006 of 8.9%.
 Solidified long-term marketing agreements with Freightliner, the largest domestic truck OEM, thereby opening
  direct channel to an expanded network of over 300 dealers. Two new products to Freightliner soared from
  $10,000 in 2004 to $2.8 million in 2006.
 Established targeted key dealer program increasing dealer direct sales by more than 150% from 2004 to 2006.
 Augmented revenues with new conquest business accounting for 30% of 2006 sales by forming pricing
  arrangements with key suppliers and fortifying internal sales strategies.
 Seized opportunity to develop Auxiliary Power business for fleets interested in achieving fuel savings as well as
  meeting noise and pollution requirements. Grew sales & value-added services to over $1M in less than a year.
GREG D. SMITH                                                                                               Page 2

Clifford Power Systems, Inc                                                                            1999 to 2004
(Privately held company and regional distributor of power generators)

Sought out by company’s principals to serve on three-member executive management team and closely
supervise four facilities in Oklahoma and Texas experiencing rapid growth challenges. Promoted from Vice
President Operations to Vice President in 2002.

Performance Impact: Attained profitability for underperforming Service, Parts and Rental divisions for first time
in company history. Reengineered operations, implemented numerous cost reductions, and improved price
monitoring; Service Parts, & Rental now generate the most consistent revenue and profit in the company.
 Decreased company’s overall breakeven point from $3.5 to $1.5 million monthly without acquiring new debt.
 Increased division’s profitability by shifting sales focus to preventive maintenance contracts; developed and
  implemented new computer system to effectively manage and support maintenance contracts.
 Secured the company’s largest-ever annual maintenance contract for the service division covering 39 states.
 Elevated parts inventory turns from 2.5 to 7 times annually, minimized parts obsolescence and augmented
  first-time pull of fastest moving parts to 95% by systemizing inventory management
 Improved rental operations to profitable levels while simultaneously paying off $4.5 million in rental assets.
 Setup and implemented ACT! CRM system thereby significantly improving sales focus as well as reporting.

Volvo Trucks North America                                                                             1998 to 1999
($1.6B OEM supplier of class 6 to 8 trucks serving North American market)

Recruited by VP of Sales to lead improvement efforts for fleet and vocational sales with staff of six executive
account representatives handling key national accounts.

Performance Impact: Grew national customer fleet sales +20% for a product line with $350 million in annual
 Restructured & realigned Field Sales team with major national accounts to facilitate +20% market share gain.
 Conceived and implemented comprehensive fleet profile and database marketing systems to boost sales to
  targeted customers. Setup and implemented proprietary CRM system thereby improving sales focus.

Allison Transmission Division (Division of General Motors), Indianapolis, IN                           1987 to 1998
($1B manufacturer of automatic truck and bus transmissions)
Rapid promotion through series of increasingly challenging positions in warehouse operations, sales
management, market planning & project management. Pioneered new programs and systems that helped deliver
significant achievements in process and product development. Key positions and performance highlights include:

Advanced to director-level position as Manager, National Accounts and managed all sales, service and after-
market activities for 50 major national accounts exceeding $100 million in annual revenues.

Performance Impact: Doubled sales to Penske; tripled sales to Ryder and realized future sales with major
customers like FedEx, UPS and USPS. Repeatedly met and exceeded annual customer sales targets and
business objectives.
 Handled sales and servicing for 15 national accounts including the 2 largest national fleets, Ryder and Penske.
 Maximized existing relationship with FedEx to facilitate landmark signing of an exclusive multi-year preferred
  supplier agreement.
GREG D. SMITH                                                                                           Page 3

GENERAL SUPERVISOR, Parts Distribution Center (1990 to 1992)
Oversaw warehouse operations of parts distribution center with annual sales of $120 million.

Performance Impact: Generated consistent revenue streams by ensuring regular monthly shipment levels
of multi-shift operations while simultaneously reducing workforce by 25%.
 Modified work flow and internal processes resulting in reduction of customer order process time by 30%.
 Originated innovative cycle count and audit program which led to elimination of annual inventory count.

Tasked with assembling and directing cross-functional teams to improve company systems.

Performance Impact: Directed business segment team which created strategies that doubled support
equipment revenues to $20 million per year.
 Key member of design team which developed and implemented new program management process (4 phase)
  and diminished product development cycle from 7 to 3.5 years. Process was instrumental in developing
  lucrative on-highway product line.

MANAGER, Marketing Development (1989)
Managed marketing and telemarketing specialists and coordinated marketing input (including pricing strategy) for
company-wide business plan.

Performance Impact: Played integral role in leading annual product and market planning teams; developed new
marketing strategies for major product line which provided 80% of total unit volume.
 Led team in developing new process for production of annual market plan.

MANAGER, Sales Engineering (1987 to 1989)
Supervised Sales Engineer teams assigned to on and off-highway products, OEM’s and distributors worldwide.

Performance Impact: Coached team that shrunk customer turnaround time on new product configuration
requests from 30+ days to under 5 days.
 Administered customer sales incentives, managed 20+ truck sales demo fleet & coordinated product planning.

                                      EARLY ALLISON EXPERIENCE
Commenced career in automotive industry through corporate sponsorship from Detroit Diesel Allison. Attended
GMI and acquired hands-on experience in manufacturing, business development, and sales and marketing.
 Retained by company and secured positions in technical sales and international marketing. Key positions
  included Supervisor NA Sales Engineering, International Marketing Administrator & Sr. Sales Engineer.

                             MBA – Executive Program, Indiana University (1988)
                         BS – Industrial Administration, General Motors Institute (1979)

                                         INDUSTRY AFFILIATIONS
  American Trucking Association, National Truck Equipment Association, Truck Renting & Leasing Association,
                     Technology & Maintenance Council, National Private Truck Council

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