From:  May                 1999

To:       February         2001

• Account Manager New Domestics (Toyota, Isuzu, Auto Alliance (Ford and Mazda), BMW, Nissan and Mercedes Benz.

  • Responsibilities

    • Sales:

      • Toyota: Responsible for selling complex stamped welded assemblies to Toyota North America. I was successful in making Shiloh the first non-Japanese supplier to Toyota for Complex welded assemblies.  At the time Shiloh also had grown to be the largest supplier for stamped components having product all platforms being produced in North America.

      • Isuzu: I was successful in negotiating Shiloh to become the first global Metal Plastic Metal sound deadening oil pan supplier to Isuzu globally.

      • Nissan: Responsible for selling complex stamped welded assemblies to Nissan North America. 

    • Key Accomplishments: I was responsible obtaining $25 million in incremental business for both Toyota and Isuzu. 

 

From:  March             2001

To:       December       2003

• Senior Account Manager Ford Business Unit            -Promoted-

  • Promotion

    • I was promoted to Senior Account Manager for the largest account at Shiloh Industries with over $100 million in annual business.

  • Responsibilities

    • Sales

      • I was responsible to increase profitable sales across all platforms with Ford Motor Company and AutoAlliance (Mazda / Ford Joint Venture)

      • Responsible for increasing profitable revenue for Ford Powertrain and Body and White Structural Underbody 

    • Key Accomplishments: Negotiated the entire re-tooling of our Powertrain business, which resulted in $45 million in tooling representing $50 million in annual production business

 

From:  January          2003

To:       January          2005

• Ford Business Unit Manager                                      -Promoted-

  • Promotion

    • I was promoted to the Ford Business Unit Manager, which generated more revenue than of Shiloh’s other customers 

  • Responsibilities

    • Management

      • Team Members: Full managerial responsibility for 8 Team Members, one Senior Account Manager, three Program Managers, three Product Engineers and one Quality Engineer    

      • Executive Management: I was promoted to the Executive Management Team, which set the direction for Shiloh Industries at the time a $600 million-dollar company

    • Key Accomplishments: Successfully negotiated a potential $500 million-dollar quality issue that would have bankrupted the company.