Tom Ingram and Associates, Inc. Home

Associate Results Summary*

ID, Associate Initials

         Company

                             Headlines

                              Details, How Accomplished

Associate RF

Reference ID 3.42

Reference ID 3.43

Reference ID 3.44

IFR – Results Pending:  Cellular Handset and Base Station Development

Software / Program Manager Up Through the Ranks in These Products: 

• SSP
• Stinger
• Javelin Anti-Armor Missile
• Long-Range TOW
• AIM-9X
• DNTSS
• Joint Strike Fighter
• ASR-8 Upgrade
• Airport Surveillance Radar
• Day/Night Thermal Sight System (DNTSS)

In These Functional Areas:

• Real-time IR imaging, detection and tracking 

• Advanced missile targeting 
• Guidance and control

• Tank Extended Range Munitions (TERM)

• Auto Detection and identification 
• Radar target detection and tracking 

• Millimeter Wave target detection (TERM) 

• GPS Guided Munitions 
• SSP Projects (Classified Area) 

• Non-Cooperative Target Recognition (NCTR) 

Remote Oilfield Monitoring Product Developed for Less Than $1 Million, Sold For [Undisclosed Multiple Millions]

Niche Product Targeted Smaller Petroleum Producers 

Developed and Patented Wireless Real-Time Measuring Telemetry and Communication Devices for Oil and Gas

Managed the Battelle Fuel Cell for Bradley Fighting Vehicle.  Created Prototype Auxiliary Power Unit for Government Rapid Procurement to Full Production. 

Rapid procurement of $40-50 million over 18 months, 1st Year Procurement Will Be $100 Million With Over 10 Years of Procurement to Follow.

See RF resume for details

Associate DY

Reference ID 851

Handleman

Premium Retail Services

Closed $5.5 Million Services Sale to Proctor & Gamble  in 60 Days (penetrating new account)

20+ Years Leading Sales and Effective Execution of Business Services.  Highlights:

Penetrated New Marquee Account:  Closed $5.5 Million in Outsourced Services in 60 Days with Proctor & Gamble*

Grew P&G Account to $8 million per year for eight years.

Closed other sales, total exceeding $100 million over 10 years at healthy margins

How Closed $5.5 Million in Outsourced Services in 60 Days with Proctor & Gamble*

1. UNUSUAL CIRCUMSTANCES - NOT EASILY DUPLICATED

2. We had a healthy outsourcing services client that had wanted to penetrate P&G for years

3. We had another outsourcing services client that had serviced P&G for 10+ years. This client was being liquidated because its parent company had failed and a buyer could not be found

4. Ingram negotiated for legal releases and was able to move three senior people from the failing client to the healthy client

5. Within 60 days, the healthy client closed $5.5 worth of new outsourced services with Proctor and Gamble

7. Work outsourced was a Business Process called "merchandising services", including significant software and hardware for "work order management and scheduling"

9. ROI between 4.5 and 22 fold over 8 years: P&G conducted a formal ROI study leading to this conclusion

See details

Reference ID 3.2

Tom Ingram

$10 million sale to Celanese in 60 days

30+ Years Leading Sales Execution and Sales Technology Efforts.  Highlights:

- $40 million sales gain, $10 million margin improvement for client from a sales technology project

- $10 million sale to Celanese after saving project in trouble

- $8 million State & Local technology product and services practice built

- Sales management roles resulting in $10 million+ new, complex sales

- Five time winner, 100% Club award for personal sales in early career

Associate CS

Reference ID 852.1

Sold and delivered $100 million+ in services in eight years

Took over unprofitable unit, merged into parent, ran successfully for eight years.

Bookmark 902.1

Associate Sam Devens

CECO Environmental 

Air Pollution Control Technology, Products And Services

Grew Organic Sales 29% in Two Years, Overall Revenue by 10% to $400 Million, while Increasing Profit 10%

Reversed 5% Annual Organic Sales Decline

70% of Sales Engineered to Order

How Results Achieved:

•           Simplified business systems, operational transformation, operating rigor
•           Refocused on long term growth markets, three divestitures, two acquisitions.
•           Upgraded talent throughout organization
•           Sales club, incentives, special treatment of sales people (despite pushback from manufacturing and other parts of organization – decided results worth the friction)

Reference ID 902.2

Associate Sam Devens

International Battery

Lithium-Ion Batteries And Systems For Large Energy Storage

Private Equity Owned

Changed Sales Execution to “Value / Market Pricing for Strategic Customers”

Reduced Cash Burn Rate By 20% 

How Results Achieved:

•           Led thinking away from “technology – cost” focus to Vale
•           Optimized operations, delivered cost savings

Reference ID 902.3

Associate Sam Devens

Siemens Energy & Automation, Inc

70% of Revenues from Services

Improved Profit by $100 Million in 2007, Grew to $3.7 Billion in Sales, $307 Million in Cash Flow, $233M EBIT

Delivered $3.9B Sales, $290M EBIT And $428M Cash Flow In 2008

Managed Business During 2009 Economic Crisis to Within 1% Of Pre-Crisis Targeted EBIT Margin

How Results Achieved:

•           overarching business performance improvement plan
•           new go-to-market benchmarks and organizational culture changes centered on customer value, leadership integrity, and disciplined execution.
•           Solved Costing Data problem.  Aluminum costs skyrocketing but costing data not keeping pace

Reference ID 902.4

Associate Sam Devens

Siemens Factory Automation Sensors

Formed $100M Factory Automation Sensors Business 

Secured Major Customers: Metro,  General Motors

Gained Foothold In Emerging Markets

How Results Achieved:

•           Led major developments in RFID technologies for manufacturing and supply chain applications.
•            

Reference ID 902.5

Associate Sam Devens

Siemens Power Distribution & Controls Division

$700 Million, 3000-employee North American division

Top-Performing Business Unit For 2 of 3 Years,  #1 In Customer Service

1.5% Market Share Gain

Increased Margins In Down Market

How Results Achieved:

•           Segment-specific strategy / sales / marketing plan
•           Developed / introduced several new product families
•           Restructured in response to 9/11 and dot-com downturn.
•           Relocated 25% of US production to Mexico resulting in $30 Million cost / productivity savings, $45 Million additional savings identified

Reference ID 902.6

Associate Sam Devens

Thomas & Betts

$2 Billion Electrical Products, HVAC Equipment And Transmission Towers

Lighting, Premise Wiring, Cabletray, Utility Divisions, Power Connectors, Electrical Products, Meter Sockets

Led $400 million unit with 14 plants through 4 Acquisitions, Growing by $240 million. 

Grew Component Sales 12% While Maintaining Margins 

$4M Profit Improvement While Reorganizing $100 Million Steel Structures Unit

How Results Achieved:

•           Decisive Leadership
•           Moved Business Strategy and Sales / Marketing away from Cost-Plus toward “Value / Market pricing”
•           New Product Innovation
•           Targeted Marketing
•           Operational Consolidation and Shift To Low Cost Manufacturing.
•           Credit Losses From Growth Overemphasis:  Fixed problem of credit losses to 2nd largest customer

Reference ID 902.7

Associate Sam Devens

General Electric

Electrical Distribution, Switchgear, Controls, Nuclear Power

Product Manager For The $150 Million Electrical Switchgear Business

~$10 Million in Incremental Sales, leading to $100M In Related Equipment Sales

Value Pricing / Marketing Shift for Integrated Electronic Solutions

How Results Achieved:

•           Improved Competitive Position
•           Major Customer Wins
•           Working Across Boundaries
•           Shift The Value Approach To Integrated Electronic Solutions
•           Led Newly Integrated Business Team And New Product Development Group To Regain Leadership In Power Management Systems

GREAT STORY, WHERE HAD BIGGEST IMPACT?

How can we get to Value / Market based pricing  - Move away from Cost-plus pricing? 

•           Often all you know is cost
•           E.g. “Last time we bid a 32% markup and lost the sale.  This time we’ll bid 27%”
•           Must think really hard about:
  • Competition – every aspect, will they cheat?
  • Will customer pay a premium to work with us?  How much?  Why? 

LEARNED THE RIGHT QUESTIONS TO FOCUS ON

1. How can we get to Value / Market based pricing  - move away from cost-plus pricing?
2. How do we get to Organic growth – away from Acquisition only growth?
3. Are we Growth focused or “Cost-out / Productivity” focused?
4. Is Costing Data Right?  Hidden costs?  
5. Is Engineered to Order (Long cycle) or Make to Stock (Short cycle) business better for us?  What is Right Mix?
6. What Culture / Mindset / Leadership Issues Really Matter?  Where focus?
7. What Sales Competence Issues Really Matter?  Are Actionable?  Where focus?
8. Where Can I Find More Margin in Engineered to Order (Long Cycle) Sales?  (Reduce costs, keep margin?)
9. Is Distribution Channel Earning Their Pay?  Do We Understand Our True Cost of Sales?  Can We Rework / Improve Significantly?
10. What disciplines must be in place?  How will Leadership reinforce and sustain, preventing snap-back to BEFORE state?
11. How get to cooperative, high performance leadership?

Reference ID 905.1

Associate JD 

$12 Billion Manufacturer of Electronic Connectors

$5 Million Savings + Profit Over 5 Years from Solving Complex Estimating, Pricing, Quoting 

Key:  Set Tiers of Quote Due Dates Based on Complexity, Dollar Size.  

E.g. Easy Quotes Due in ½ Day, Medium in 2 Days, Complex in 5 Days, Very Complex in 10 Days.

Labor Savings Came from Not Expediting Everything – 80% Of Quotes Follow Standard Path, Freed Up Time for More Sales

How Results Achieved:  Details on request

Reference ID 909

Associate CN 

Emerson Automation Solutions

Electronic and Mechanical Automation for Electric Utilities, Oil & Gas, Energy 

Includes results from previous employers

Operating Profit Increase by 2.5.%, Eventually from 24% to 28% (personally led)

Reduced Quote Lead Time from Six Weeks to Eight Hours for Configure to Order, Engineer to Order Products

How to Keep Margins High:  Learned When Possible, When Not

Reduced Product Development Time from Two Years to One Year (avg).

E.g. Seven Product Iterations and Out The Door As Production Part In 4 Months while Maintaining Hazardous Rating

Formal Screening, Qualifying of Sales Proposals – Reduced Time Wasted

IT Barriers To Rapid Quoting And Sale:  Required Key System Rework.  Had To Get Tough, Demand Resolution

How Results Achieved:

- Banned use of older, legacy, high volume, low configure product development system, required product development system to match low volume, highly configured growth  / higher margin products requiring rapid config by customers

- Decreased staff 20%

- Increased productivity 25% by rearranging workflow, prioritizing

- $10 million sales gain with Marketing Safety Products to Indian Oil & Gas companies, plus big reduction in accidents

- Pulled through $15 million in sales by redesign of flagship product 

- How To Keep Margins High:  Learned possible to keep margins up if can deliver on time, provide Support, Other value add - e.g. specifications, training, instructions online, available.  If cannot deliver on time and provide other value margins will spiral down.  Hardest part:  Convincing senior management that a product, on its own technology, cannot justify it’s price.  

- Restructured configure to order, changed personnel, dramatic shortening of lead times

- Consolidated product line after excessive acquisitions

- Six Sigma, Continuous Improvement

Reference ID 906.2

Associate Craig Tailor

 (Mobile Applications)

Grew from $16 million revenue, $1 million loss to $44 million in revenue, 35% gross margin and $14 million contribution margin in 18 months

Accomplished through Customer Focus

Reference ID 907

Associate Dave Davis

Tektronix 

Inet

(IP and Mobile Monitoring Swr / Hwr)

For 20 years, rising through VP, GM, President and CEO roles, sold and delivered systems to AT&T, Vodafone, Verizon, Orange, American Mobile, Comcast, China Mobile, Bouygues, Singtel and Telus.

Grew revenues to $350 million at 20% EBITDA in 6 years for software and hardware monitoring, video, data, audio and IP business. 

- Strategy resulted in #1 market share

- For AT&T:  Won 3G monitoring, displaced Agilent (by HP)

- For Verizon:  Won LTE monitoring, displaced Agilent

- For Vodafone:  Won 3G monitoring, displaced Agilent

- Grew profits 15% in 2009, 2010

- Grew revenues from $95 million to $195 million with 400% increase in operating income in four years for network management and surveillance systems

- Attained Danaher 20/20 Club:  Sustained 20% Growth with 20% EBITDA

MOVED AWAY FROM DEPENDENCE ON A FEW POWERFUL CUSTOMERS.

Before:  Two accounts provided 63% of revenues.  24 smaller accounts provided 37%

•           After:  Two accounts provided 25% of revenues.  200 other accounts provided 75%  in two years

Reference ID 910

Associate MS

Caminosoft Sale to IBM

Doubled Sales of Struggling Software Business to $4 Million

Redirected technology strategy to narrow, high application value - compliance related.

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