STRATEGIC FOCUS AND LEADERSHIP THAT
Luke Dantuono... DELIVERS IMPROVED SHAREHOLDER VALUE
Gurnee, IL 60031 • 847.612.3494 • email@example.com • linkedin/LukeDantuono
Dynamic Senior Executive and Strategy Leader experienced at driving growth and increased
shareholder value in multinational, multichannel manufacturing, sales and distribution environments.
In-depth global sales and marketing expertise is combined with broad P&L management
background. Astute entrepreneur and business manager with adaptive management style, who
balances risk by creating and implementing the forward-thinking strategies that capture and
defend market share from competitors.
Resilient decision maker with a proven track record of relentlessly pursuing, achieving and
exceeding strategic objectives. Talented at leading companies through transformation to improved
profitability and competitiveness in the marketplace. Directed 400+ personnel, budgets up to
$120M, and 10 sales and distribution locations worldwide. MBA in Finance; BS in Electrical
Adept at building teams with a shared sense of purpose and a culture of individual accountability
utilizing balanced scorecard performance measurement systems. Recognized for integrity,
intelligence and ability to remain calm and focused under pressure.
Capabilities and Skills
Long Term Relationships with Customers and Global Marketing and Sales Expertise with a
Suppliers COO Skill-Set
Multi-Channel Management: New, Existing Process and Program Improvement
and Complex Channels Business Start-Up/Turnarounds
Team Leadership – Coach and Mentor Business Rationalization/Integration
Performance Management/Balanced Multi-Site Operations
Scorecard Joint Ventures/Mergers and Acquisitions
Leading Companies Through Change to New Levels of Excellence
FANTASY DIAMOND CORPORATION, Chicago, IL: Fantasy Diamond has a national reputation as a leading source of better
quality diamond products and trend setting designs. Product is distributed through independent jewelers, warehouse clubs, national chains
and department stores. Through its sister company Hampden Corporation, Fantasy Diamond also designs and manufactures personalized
jewelry and watches for catalog and Internet retailers.
EXECUTIVE VICE PRESIDENT 2008 – Present
Recruited by owner to assess, and then lead turn around, of this company on the verge of bankruptcy in a
downturned market dependent on discretionary consumer spending. In this highly challenged, seasonal business,
Fantasy Diamond had a large debt load with major customers filing for bankruptcy, unfavorable terms and
conditions with most large customers, and the banks threatening to call their line of credit.
As Executive Vice President, quickly developed turnaround strategy, refocused marketing efforts, restructured
company and created financial stability. Today, while much smaller, Fantasy Diamond is positioned for continued
profitable growth and share gain.
Reduced operating expenses by more than 60%.
Aggressively paid down bank line on schedule through inventory reduction and consignment recall.
Managed JV company in Surat, India to manufacture product, while maintaining some manufacturing
capability in the US.
Established new manufacturing relationships in China that produced higher quality product.
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Innovative Market Strategies
Created and implemented channel strategies to establish brand integrity and focus internal resources on high
margin lower-volume business.
Successfully entered the “non-discretionary,” less seasonal, bridal market. Created www.endlessembrace.com
to create pull through for Independent Jeweler channel.
Developed website promoting Endless Diamond brand (www.endlessdiamond.com). Incorporated social
media outlets (Facebook, Twitter) to grow business.
Implemented B2C website for personalized jewelry (www.personalized-jewelry.com).
IMC HOLDINGS, Grayslake, IL: Privately held holding company with two divisions – material handling and logistics – with
approximately $200M in annual revenues and 700+ employees. The $120M Material Handling Division is engaged in the manufacturing
and wholesale distribution of replacement parts for material handling equipment. Product is marketed under brand names INTRUPA, LPM
VICE PRESIDENT AND GENERAL MANAGER, MATERIAL HANDLING 2001 – 2008
In 2001 the Material Handling Division was the leading supplier of replacement parts for new and used lift trucks,
and other in-plant industrial vehicles in North America. Its US dominance was being challenged by low priced niche
US suppliers, OEMs, and multiple European companies.
Within five years grew the business from $65M to $120M, and was positioned as a global player distributing product
through multiple channels from 10 sales and distribution facilities located in the US, Europe, Brazil, Singapore, Mexico
and Canada. The business was sold for a significant market premium in 2007.
Developed and implemented strategies focusing on global acquisitions, lower purchasing costs, high quality
manufacturing, new channel development and price point restructure. Led overall operations, sales and
marketing, and manufacturing activities.
Implemented a no-frills, low price strategy by forming a separate parallel and wholly owned distribution and
sales entity (eParts) in 2001. In 2006 this group represented a growing $6M+ start-up business with minimal sales
loss to the parent company.
Developed and led the implementation of a Greenfield full service sales and distribution center in Sao Paulo,
Brazil as a 50/50 JV with private equity partners (2001).
Managed YOY double-digit growth at distribution centers in Mexico City, Mexico and Toronto, Canada.
Acquired, integrated and staffed $1M+ Singapore-based competitor as a launching point for Asian growth.
Restructured global supply chain and procurement process, reducing purchase costs by $1.6M in first year.
In 2004 acquired and integrated two independent retail distributors ($20M revenue) into the material handling
business, effectively “cutting the gap” between the wholesaler (IMC) and the ultimate end-user.
Facilitated implementation of 5S (Lean) that resulted in three years of double-digit productivity gains in
Fostered talent development and ownership by creating a Certificate in Business Leadership for employees
worldwide in conjunction with Lake Forest School of Management (2005).
DIRECTOR OF SALES AND MARKETING 1996 – 2001
Recruited by IMC Holdings to build cohesiveness and resolve post-merger sales and marketing barriers and client
confusion following acquisition of largest US competitor (LPM). While the two businesses were equal in size,
marketing and distribution strategies were opposite – strong brand with limited distribution versus generic brand with
Created customer-focused sales environment based on overall business performance that eliminated internal
infighting. Incorporated balanced scorecard performance measurements.
Grew business from $45M to $65M over five years.
Rationalized branded channel coverage under a single sales force eliminating internal competition and
customer confusion by realigning customers to “best fit” their business within the proper marketing channel.
Reorganized sales team mix to reflect creation of telesales function that complimented outside sales efforts
and identified/captured a broader base of customers.
Automated sales force utilizing Goldmine software that improved customer follow-up and more productive
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GENERAL ELECTRIC COMPANY: Global infrastructure, finance, commercial and industrial company with 300,000 employees.
GE had been in progressive transformation and consolidation mode to maintain global competitiveness and had
built a corporate culture, impacting 300K employees, around maintaining top positioning in every industry in which
they were involved.
Recruited by GE through the highly regarded Technical Marketing Program, followed by 16 years of increasing
challenges and management responsibilities in sales, marketing, channel expansion and new market penetration
BRANCH MANAGER, GE SUPPLY – Wood Dale, IL 1992 – 1996
Promoted to P&L control for this 35-person $51M branch of this $1.4B distribution company. Active participant in
process development and asset management, while focusing on development and implementation of strategic
plans aimed at growing share in the commercial and industrial markets, specifically factory automation.
Grew sales 24% and increased productivity 29%, while reducing base costs 13%. Effectively quadrupled return
to the corporation $2.4M over same period. Recognized as a “key player” within GE, leading new market
growth in industrial markets.
PRODUCT MANAGER, GE SUPPLY – Bridgeport, CT 1989 – 1992
Recruited by VP of Marketing, GE Supply to grow industrial market share as Marketing Lead for a $230M product
line for 120 retail branches. Developed and integrated business model of an industrial distributor and introduced
new products and programs into the distribution channel. Maintained close ties with GE manufacturing business.
Outperformed industrial market by 6% over a two-year period.
MANAGER OEM SALES, GE ELECTRICAL DISTRIBUTION AND CONTROL – Oak Brook, IL 1987 – 1989
Following merger of two GE businesses (Control and Electrical Distribution), asked to transition and rationalize 44-
person OEM sales force for this $1.2B operation. Drove channel expansion from construction only to include
industrial markets. Developed tactics to implement go-to-market strategy resulting in annual sales growth of 11%.
MANAGER, MARKET DEVELOPMENT, GE GENERAL PURPOSE CONTROL – Bloomington, IL 1986 – 1987
Drove new business creation through channel expansion, engineering specification at end users, and development
of new JV partners. Added WW Grainger to traditional distribution channel increasing annual sales $7M.
SALES ENGINEER, GE MOTORS – Naperville IL 1981 – 1986
Managed $7M sales package selling direct to OEMs and through distribution. Received highest sales award as a
“Top Performer” for sales achievement over a sustained period of time.
Education and Leadership Training
MBA, Finance, DePaul University
BS, Electrical Engineering Technology, University of Dayton, OH
Technical Marketing Program, General Electric Company
A two year marketing assignment at various GE product businesses while completing mandatory in house “class
work” necessary to "graduate" from this high potential training program.
Advanced Marketing Management and Change Acceleration Process,
General Electric Management Institute, Crotonville, NY
Continuously participate in ongoing professional and leadership development curriculum through resources that
include American Marketing Association, Northwestern University and the University of Wisconsin.