I feel that customer satisfaction is my duty and strive to provide world-class service every day; I inspire client loyalty by listening to my customers and developing solutions to their most urgent business problems

Experienced International Service Manager who has improved customer satisfaction ratings up to 30% by actively listening and responding to customer needs. Capitalize on customer service to grow client base and develop revenue-generating programs, products, and services—transformed Technical Services department into a profit center that exceeded revenue expectations 300%. 
 

Areas of Expertise

International World Class Service ~ Organizational Restructuring ~ Service Management ~ Program Development ~ P&L

Pricing ~ Customer Service ~ Service Quality ~ International Communication ~ Service Contracts ~ Negotiation

Personnel Management ~ Relationship & Team Building ~ Process Improvement

Problem Solving~ Product Marketing & Sales ~ Gross Margin Analysis

 
 
 

Leadership Summary

Smiths Detection, Inc., Alcoa, TN (2008–2009)

Capital Equipment Manufacturer of x-ray product processing equipment

Service Operations Director (Global) – (March 2008– March 2009)

Recruited to transform Smiths CSS (PID) Service Operation into a reliable profit center. Developed and implemented Service’s strategic marketing plan and programs, restructured the Service Organization to capitalize on three key offerings (Service Contracts, Upgrades, Retrofits & Refurbishments, and Parts), aligned all Service Operations Globally to incorporate one strategic business standard.

 
 

• Executed new programs that increased service contract, system upgrade, retrofit, refurbishment, and part sales globally; standardized upgrade and retrofit operations.
• Identified and implemented opportunities to slash costs by $1.8M while maintaining customer satisfaction.
• Developed pricing policy for key service offerings. (Training, RSO, Upgrades, PMs, etc…)
• Globally Responsible for Service Operation’s PnL.
• Improved field service performance through enhanced service and partner training.
• Part of ISO 9001 team that improved daily business processes.
• Developed communication protocol in Field Service to improve customer satisfaction.
• Implemented SAP program into Service Operations.
• Initiated and maintained 24/7 customer service call center.

 
 

Bottom-line Impact: Delivered 23% revenue growth in less than one year—2X the growth target of 10%

Increased profit margins 21% while increasing field service resources globally

Hired RSO which increased revenue by 8% over a 6 month period

Designed and initiated course of actions to improve asset utilization

 
 

Veeco Instruments, Inc., Plainview, NY (1997–2007)

Capital Equipment Manufacturer and Global Market Leader in data storage processing equipment

Marketing Product Manager – Non-Systems Sales/Marketing (2005–2007)

Recruited to transform Veeco’s Service department into a reliable profit center. Envisioned and implemented Service’s strategic marketing plan and programs, restructured Service organization to capitalize on three key market segments (Service Contracts, Upgrades & Retrofits, and Refurbishments), aligned Service and corporate business plans, established standard operating procedures for Engineering, Planning, and Service departments, marketed and sold service offerings to key accounts, and collaborated with Field Service Managers to develop a new service doctrine that improves customer satisfaction and revenues. Developed and provided service manager training throughout the Asia–Pacific region.

 
 

• Executed new programs that increased service contract, system upgrade, retrofit, refurbishment, and part sales globally; standardized upgrade and retrofit operations.
• Identified opportunity to slash costs and add up to $3M in revenues by revamping Veeco’s Rebuild program.
• Developed pricing policy for Upgrades, Retrofits, and Parts.
• Generated financial reports for all non-system revenue programs.
• Improved equipment reliability and performance through enhanced service programs; established on-site consignment / parts program with each process equipment customer to generate additional part sales.
• Part of Six Sigma Green Belt team that improved quoting, selling, and system upgrade and retrofit delivery.

 
 

Bottom-line Impact: Delivered 30% annual revenue growth—3X the corporate growth target of 10%

Increased Rebuild profit margins 25% allowing for more flexible pricing strategies

      Improved customer satisfaction rating 30% over a 2-year period

Reduced Fixture Rebuild costs 33%—from $12K to $8K per fixture on average

 
 

Key Account Service Manager (2001–2005)

Managed Veeco’s second largest customer account generating $2M annually in service and parts revenue. Oversaw six hardware, software, and process engineers; completed new system installations and obtained customer acceptances; analyzed account maintenance issues, resolved escalated service tickets, and coordinated service activities; and initiated efforts to reduce equipment downtime.

 
 

• Produced failure analysis perato models for entire product line; identified mean repair cycle times and delivered incremental process improvements.
• Improved key account relationships by focusing engineering and service teams on the hottest issues.
• Led cross functional teams that drove Continual Improvement Program (CIP) for production equipment.
• Strengthened relationships between Veeco and its key customers; saved #2 client account.
• Generated additional $5M annually in non-system revenue.

 
 

Bottom-line Impact: Increased equipment uptime 20% within three months—42% over six months

Defined service methodology based on customer concerns and issues

Rescued $1,000,000s in annual revenues by saving Veeco’s second largest account

 
 
 
 
 
 
 
 

International Service Manager (1999–2001)

Managed process and semiconductor equipment service needs for key Asia–Pacific and European accounts. Worked for two years as an expatriate traveling extensively to regional offices and customer facilities, overseeing third party vendors, Service Managers, and Site Engineers, soliciting customer feedback, and coordinating efforts with Sales to address customer concerns. Hired, trained, and mentored Field Service Managers and Engineering teams. Accountable for component-level sales. Promoted from Field Service Engineer (1997–1999) after effectively providing on-site support to international accounts in Thailand, Korea, Japan, Malaysia, the Philippines, Singapore, Hong Kong, China, Germany, and Northern Ireland.

 
 

• Developed and executed an innovative on-site inventory plan at every key account to increase component sales.
• Developed and implemented service contracts that added value to the customer’s equipment base.
• Key communicator of contract, warranty, and company policies to international customers.
• Supported Sales initiatives for system sales.
• Restructured international pricing policy to become more competitive.
• Presented service financial reports during operation meetings to corporate executives.
• Created a customer loyalty plan that saved clients money and improved equipment uptime while increasing Veeco’s component sales volume.
• Stepped in and successfully managed and improved semiconductor client accounts in Taiwan, China, and Korea having had no prior experience in semiconductor metrology equipment service.

 
 

Bottom-line Impact: Produced up to $300K in quarterly components revenues

Delivered 85% equipment availability ensuring compliance with service benchmarks as well as retaining customer loyalty

Hands on manager that led by example.

 
 

Previous Field Service Experience

Field Service Engineer—Genus, Inc., Sunnyvale, CA (1995-1997)

Field Service Engineer—Eastman Kodak, Rockville, MD (1984-1994)

Engineering Technician—Antenna Research Associates, Beltsville, MD (1982-1983)

 
 
 
 

Bachelor of Science—Technical Management

Devry University, Fremont, CA (2004)

Associate of Arts—Electronics Technology

DeVry Institute of Technology, Atlanta GA (1982)

 
 

Professional Development

 
 

Certificate – Six Sigma Green Belt, Buker Inc., Plainview, NY

Certificate - Value-Based Selling, Hahn Consulting, Portland, OR

Certificate - Essentials of Communication, Rockhurst University, Shawnee Mission, KS

Certificate - Fundamentals of Product Marketing, The Quest Team, San Jose, CA

Certificate - Best Practice Marketing/High Technology Services, Hahn Consulting, Portland, OR