Experienced Aftermarket Professional Executive

Executive Director, Sales, Marketing and Aftermarket @ Global responsibility for New Generator Sales and full lifetime Servicing. From April 2015 to Present (9 months) Managing Director Aftermarket @ Managed a team of 300 with 6 direct repor Devised and implemented full 3 year strategic blueprint proposal Delivered improvement in like for like sales through implementation of strategic sales and marketing plans Implemented CRM solution, standardizing and reducing quotation and tender turnaround times by 50% From January 2010 to March 2015 (5 years 3 months) Managing Director - Aftermarket @ Head of Global Aftermarket operations, inclusive of Service, Sales, Parts distribution, Marketing, Procurement, Customer and Commercial proposition Key Responsibilities: Global Aftermarket support of generator installed base - 7,000 customers Remote management of Americas, Middle East ,Far East and European satellite operations New product introduction, product extension and customer targeted service level agreements Parts procurement and distribution Global project management responsible for development and implementation of Global Aftermarket strategic plan Project pricing, bid, quotation and tender management From January 2010 to March 2015 (5 years 3 months) Commercial Director @ Head of product, procurement, marketing, acquisitions, category management, communications, Tubs & Tiles and Brandon Hire trading brands Key Responsibilities: Responsibility for Tubs & Tiles and Brandon Hire tactical activities, incorporating sales, marketing, operations, people (270) and B2B trading activity From January 2007 to October 2009 (2 years 10 months) Group Product Director @ All Wolseley Ireland brands - Heat Merchants, Brooks, Tubs and Tiles, Electric Merchants and Brandon Hire - €260m spend Responsibility for all supplier negotiations and demand modeling functions Responsibility for definition and implementation of best practice operational policies Trading Director for Tubs and Tiles retail brand and Brandon Hire trade brand (35 branch operation) Detailed project management and integration of acquired companies, including all process improvement and systems conversion Achievements: Managed a team of 300 with 15 direct reports Revenue in excess of €100million Devised and implemented renewable energy product strategy for Heat Merchants Delivered and implemented Tubs and Tiles strategy blueprint proposal Materially improved bottom line through strategic redesign of pricing model across all brands Designed and project managed all transactional websites Delivered improvement in like for like sales through implementation of strategic sales, marketing plans and improved supplier partnerships in an extremely competitive and contracting marketplace Improved gross margin by 18% across Tubs & Tiles through focused branch personnel training and development programmes Launched private label product offering across all brands Initiated and implemented internal and external communications strategy programmes Defined detailed business requirements for CRM website initiatives From January 2007 to October 2009 (2 years 10 months) Head of Sales Operations @ Head of Global Sales organization, franchise development, dealer rewards, dealer marketing and global planning Key Responsibilities : Global planning, supply chain, demand modeling, new product launch/introduction Responsibility for £750m sales budget Responsibility for development and implementation of all dealers performance standards Responsibility for all dealer marketing programmes (Used car, media, product training and product management) Responsible for franchise development and appointment of new dealer partners in all markets, including new markets; Responsible for systems and process evolution in readiness for 400% growth in volume, including delivery of online transactional websites, both customer and supplier facing Engagement of all personnel in the change process in readiness for growth Achievements: Managed a team of 50 with 6 direct reports Revenue in excess of €750million Grew sales from 1,900 to 7,200 units Grew dealer network from 101 - 129 with reduced cost of distribution by 42% through innovative systems and improving distribution partner relationships Designed and implemented full transparent order to delivery sales processes, fully integrated with manufacturing and distribution partner systems Strategic tactical responsibility for Middle East sales, improving sales by 150% Introduced dealer financial reward scheme based on measured sales and aftersales performance Devised and implemented Global dealer standards, tangibly improving customer pre and post purchase ownership experience Sourced, negotiated and rolled out Global dealer wholesale and retail finance plans (transactional Bank e-commerce solution) Lex Auto Logistics - Unity 2003 - 2005 From March 2005 to January 2007 (1 year 11 months) Managing Director @ Head of RAC and Norwich Union Joint venture crash repair parts distribution business Key Responsibilities : Responsible for reverse engineering and inbound supply of product to meet JV partners demand requirements Responsible for securing direct sourcing relationships throughout South America, Spain and Italy, resulting in a procurement saving of 65% with no reduction in quality standards Assisted Lex Auto Logistics Board in Unity exit strategies Responsibility for 90 multi-functional reports and senior management team of 8 to include Customer care, Technical Support, Sales, Marketing, Finance, IT, Supply Chain and Quality Achievements: Managed a team of 90 with 8 direct reports and revenues in excess of €40million Positioned Unity to enable Insurance JV partner leveraged value from competitive sources Delivered on all budgeted KPI levels - Gross Margin, Market Penetration, Sales Revenues and CSI Successfully sold concept to 3 other insurance company customers From January 2003 to March 2005 (2 years 3 months) Head of Aftersales Operations @ Head of Global Customer care, Warranty, Technical publications, Technical support, Parts operations, Heritage operations and Aftersales dealer training Key Responsibilities : All aspects of business management incorporating Customer Care, Warranty, Sales, Marketing, Warehousing and Logistics, Procurement, Merchandising and Licensing, and HR Responsible for leadership, engagement, direction of Global operational team consisting of 50 personnel. Responsible for development and implementation of Global Aftersales strategic plan Evolution of Aftersales into best in class customer care, technical support and distribution operation, including all systems upgrades and warehouse systems automation (including transactional retail and wholesale websites) Achievements: Managed a Global team of 50 with 5 direct reports Improved sales turnover from £2.5 million to £25 million within 5 years Enhanced profitability by 800% Designed global warehousing strategy resulting in commissioning of UK distribution centre with US and Singapore warehousing hubs Designed and implemented online warranty, online dealer technical support and online service support systems Designed and implemented online customer concern tracking system Implemented 5 region Global customer support organisation Successfully launched Aston Martin branded logistics solution to 4 other premium automotive manufacturers Designed, project managed and implemented fully bar-coded warehouse management system, productivity improved by 70% Incorporated fully visible web enabled global parts ordering systems, vendor managed inventory and fully transparent returns systems Restructured Global parts pricing model Full implementation of six sigma, generating in excess of £3m in cost savings Launched 'Heritage' operations to support non current models and successfully targeted grey market competition From January 1997 to January 2003 (6 years 1 month) Finance Manager @ Finance Manager From 1993 to 1997 (4 years)

MBA, International Business @ MBA From 1998 to 2001 ACCA @ ACCA Rathmines College From 1986 to 1987 David Byrne is skilled in: Product Development, Sales Management, New Business Development, Change Management, Negotiation, Cross-functional Team Leadership, Process Improvement, Business Strategy, Operations Management, Account Management, Project Management, Six Sigma, Strategic Planning, Manufacturing, Business Development