Randall H

Randall H

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Product Executive | Ideas to Income | Sales Funnels IoT to Ink | SC Management | Decade in Asia | PCI-DSS Cybersecurity | Servant Leader | B-Corp
Chicago, Illinois, United States

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  • Confidential
    Sales Operations and Strategic Accounts Manager
    Confidential
    Apr 2026 - Current (7 months)
    Collaborative Owner of Forecast, Servant Leader of internal and external relations along the entire sales funnel and related sales channels, so to secure and expand revenue growth within SOM-SAM-TAM.
  • A
    Director of Product to Sales Funnels
    ARCH PATHS
    Apr 2025 - Apr 2026 (1 year 1 month)
    Delivering product "ideation to income" and go-to-market sales strategies. Leveraging Product Management Toolboxes from the Product School, INSEAD, AIAutomation mastermind group, and others to "Bridging the Chasm" to gain market traction, because only "real deal" revenue results matter. https://marketingaudit.archpaths.com/claim-marketing-audit-landing-page724436-7146
  • N
    New Product Dev Sourcing Team Lead
    Jan 2023 - Apr 2025 (2 years 4 months)
    Used Power BI to analyze spending, decreased cost by 12%-53% in 2024, and ran design value analysis on three machined parts. Leveraged technical consulting to align departments to implement Kanban, EOQ forecasting planning, and MAX order limits. Decrease inventory by 52%, $1.5 million, by Supply Chain Management: Facilitated supplier collaboration to align tech stacks with design requirements, reduced product launch time, and increased profitability. Resolved PCB Design and supply issues, e.g., Coating, MOSFET, Heat-sink, Vibration Test, Fastener torque specs, Wire-harness grounding, etc. Supply Risk Mitigation: Upon joining, the assembly line shut down due to quality and design issues, which were all resolved by the third quarter of 2024.
  • S
    Product Project Manager
    Smart Plastic Technologies
    Dec 2020 - Feb 2023 (2 years 3 months)
    Awarded by the CEO for the continued success of B-Corp. Certification. Big-picture goal: to advance the revenue stream, enhance brand visibility, foster client relationships, and increase investors' confidence. Advanced project management to manage the risk of sales opportunity positioning. Built Product Dev. to Opportunity to QA Testing to PO Tracker to increase Sales and Operations synergy B2B Marketing Influencer: Build relations with global ESG Professionals. Built Sustainability Gap Analysis and 5-Year Planning, ESG, and ISO preparation. Built Sales and Operations Planning (S&OP) Product Dev. to Opportunity to QA Testing to PO Tracker to increase Sales and Operations synergy. Reduced follow-up emails by 60%. Set up Zoho CRM and Dashboa
  • Vortex Liquid Color
    General Manager
    Vortex Liquid Color
    Mar 2020 - Dec 2020 (10 months)
    Built alignment and collaboration by setting up the PO-2-AP workflow, reducing the 4-way match from 45 days to ~15 minutes. Advances all PO to Pay Sales and Operations Planning (S&OP) workflows. Reset the warehouse material storage setup and flow at Peacock Colors, increasing storage by 30%. Internal and external stakeholders: Supported all aspects of production, HR, Purchasing, and SC during COVID-19 peak, including 1 death, a plant fire, plant power outages, and equipment overhaul. Decreased freight cost by $25,000/year and avoided $86,000 in staff costs by rolling out the Traffic Management System (TMS). Forged direct sales relations with assigned accounts due to historical poor performance and misalignment. Restored relations from near-
  • ATS Anderson Trucking Service
    National Sales Representative
    ATS Anderson Trucking Service
    Feb 2019 - Apr 2020 (1 year 3 months)
    Performance: ●●● Within 12 months reached # 26/119 on the Leader Board ●●● B2B Sales: Grew Net Profit from Zero to $90,000/month by serving three Fortune 500 Clients. Used target marketing, sales script, cold-calling skills: Reach #26, "Revenue Leader Board" Added staff to process transactions, allowing me to focus on gaining new accounts. Used JIRA, Trello, Google Sheets, and Excel to facilitate collaboration while tracking large logistics supply chain projects to schedule trucks, etc. Streamlined Billing Process: Internal and external stakeholders: Negotiated payment terms to solve credit risk problems. Verified documents for Outbound and Reverse Logistics: 6-Way match for payment. PO-OC-POD-RCVR-INV-AP Moved rental equipment from the sto
  • PFC Brakes
    Product Manager - Inside Sales
    PFC Brakes
    Jun 2017 - Sep 2018 (1 year 4 months)
    Sales B2B, B2G: exceeded revenue targets and tracked key metrics. Reached a year-over-year Sales growth of 300%, received a team bonus after years of no bonuses. Achieved close rates of 63%-93%, depending on the Sales Pro. B2B Sales: Standardized and structured interactions with key retail channel partners to drive sales growth. Built GTM, Go-To-Market Technical Sales Playbook to establish team frameworks to advance decision-making and Sales Effectiveness, Lead Generation, Customer Service, Inside to Outside Sales planning, and to facilitate team collaboration. Increased outbound, shortened sales cycle by ~12 weeks. Refining Sales Funnel: Adjusted Go-To-Market (GTM) strategy for a new product. Called and built awareness within fleet target
  • Sampoerna University
    Business Development Professional Training Center and Adjunct Cost Accounting
    Sampoerna University
    Jan 2015 - Jun 2016 (1 year 6 months)
    Sales B2G Federal - National: Partnered with the United States Trade Department and Chamber of Commerce. Improved relationships with internal and external teams within Private and State-Owned Companies. Sales B2G, B2B Initiatives: Joined exhibitions, conferences, and USA Government events to build relations and trust within Human Resources, Learning Center Managers, and C-Suite. Gathered market trends of management training programs and discovered the needs of operations and state-owned entities within aviation, oil & gas, data centers, and mining. Tasked with adding professional and industrial training services to the University's portfolio of services. Effectively managed all project deliverables within the new start-up area of the busine
  • A
    Product Sales Marketing Manager - Oil & Gas - Critical Power
    AXI Filtration Indonesia ◾ Partnered with Original Founder of AXI USA
    Jun 2012 - Jan 2015 (2 years 8 months)
    Aligned with Global Suppliers to fill the Local Market operational cost and equipment up-time KPIs. Imported, Costed, priced, Sold, and installed diesel fuel cleaning systems that ensured no contaminants or water ended up in the client's diesel fuel. Saved thousands of dollars by protecting valuable client investments. Engaged local partners as well as qualified leads in the local community. Reached sales of over $200K within the start-up period. Sales B2G, B2B: Increased sales from Pertamina Petroleum, PLN Power, and AKR Corporation. Year two revenue of $780,000 by following fuel filtration service market trends in large mining, bus, vessel, generator fleets, and state-owned power plants. The services provided a projected return on investm
  • R
    COO CMO Product Owner Operations and Sales Management
    RapidFix Industrial
    Oct 2008 - Jun 2012 (3 years 9 months)
    Built a supply strategy to move $35 million of cost to avoid EU Duties and Customer imprisonment. Sales B2B, B2D: Deployed strategic marketing and sales initiatives that drove new product development and launch goals. Translated marketing campaigns to digital/website platforms. Gained multi-year orders with Wal-Mart, Auto-Zone, ~1200 stores. Reference: https://www.youtube.com/watch?v=7DFQfl_Vcbk Leveraged Business Administration and information system reviews to select, contract, and implement ERP-CRM NetSuite™ by Oracle™ from zero to launch. Sales B2B, B2D: Took an eight-year dormant patent from Zero Sales, from IP, producti
  • M
    VP Product Management and Sourcing Strategy - Rolled Up into Rapidfix
    M-Craft Group
    Mar 2008 - Oct 2008 (8 months)
    Discovered White-Collar Crime within Logistics, PRC General Manager, and one Customer. Covertly strategized with IT and Legal to combat efforts. Risk Management Strategy: Built overt and covert strategies to maintain business flow and to protect staff, Outside Sales, Mapped Cost to Pricing models. Crisis Management: Leveraged collaborating negotiations while "held" in a hotel, by Supplier's "collectors" until the foreign partner sent payment of $700K Supplier Relations: Held private briefings with closet Suppliers to keep them up-to-date on issues, and flush-out cohorts, Coaching, Trade Shows, Serve to Lead, Supplier performance, Supplier management Supply Chain: Custom negotiations, Brokers, Rate reviews, LoC, Payment Receipt, Shipment to
  • Kingfisher plc
    Sourcing Sales Regional Category Manager
    Kingfisher plc
    Jun 2006 - Mar 2008 (1 year 10 months)
    Increased sales by $41.4 million in less than 24 months. Built Hard-Lines and Hand-Tools strategy with sales of $45 million in 2005 to $86.4 million by 2007, 2008 target ~ $92MM. Business Development: Increased confidence in group directors, trade shows, and category managers to increase spending. Supply Chain: Free-Trade-Zone, Form-A, Fumigation, Store-Pick-Pack-Ship OPS, Consolidation OPS, Ship rate negotiations, LC reviews, Vendor Management, Business Process Improvement, Root Cause Analysis, Sustainability Product Manager: Market Analysis, Built complete product ranges, Good-Better-Best, [i.e., quality, features, cost to sale price position], International Customer Facing within Europe and Asia Via DHL Solutions, we staffed ~350 people
  • MillerKnoll
    Strategic Sourcing Global Plastic Components
    MillerKnoll
    Nov 2004 - Jun 2006 (1 year 8 months)
    Performance: ●●● Received Presidential & VP Sourcing Gift of Chadwich Chair ●●● Built and deployed strategy for all plastic components: Tooling, and Material Selection Sourcing: Managed plastic components & plastic mold design, and spent on all factories. Spend ~ $50MM P&L: Focused on capturing savings to maximize P&L's performance. Increased Net Profits by reducing lead times, SOX, hedging against exchange rates, helping suppliers negotiate raw material cost, leveraging Lean, Continuous Improvement, monitoring mold condition, and reducing material waste, etc. Supplier Relationships: Supplier performance, Market Analysis, Introduced "Cooperative Exit-Plans" into legal agreements to manage program life-cycles, Supplier management, Trade Show
  • Legrand
    Strategic Sourcing Global Plastics
    Legrand
    Feb 2001 - Nov 2004 (3 years 10 months)
    Generated $740,000 in financial savings by extending payment terms and by moving the mature product work cell to Mexico Indirect: Reviewed and approved tooling, tooling repair, quality inspections, and 3rd party testing Identified two cost drivers to help us secure a Big-Box account after presenting to the C-Suite new product strategies based on benchmarking competitors' polymers Reduced plastic resin spend of $34 million by $3.5 million by approving alternative sources with Mercer Consulting—advanced presentations to align with the VP and the President. My Impact: Advanced the role's impact and influence by using first principles to resolve long-standing plastic color issues, helped upper management secure a Big-Box account, and earned the
  • K
    Direct Sales OEM Representative
    Kaplan Sales & Associates, Inc.,
    Oct 1999 - Feb 2001 (1 year 5 months)
    • Line Card: Metal Die & Sand Castings, Metal Injection, DieCut Gaskets EMI/RFI, O-Rings, Electrical Wire Harnesses, Bent Tubes & Weldments, Ball-Bearing, Cold-Headed and Screw-Machine parts.
    • Engineer Communications: Focused to add our components, materials, to Engineering Drawings & Specifications.
    • Introductions: Focused to visit O.E.M. factories within NC, SC, VA. Drove over 50K miles per year.
    • Supplier Audits: Joined Supplier Audit trip to S. Korea with Danaher/Fortive. Visited Castings and Bearing factories
    • Reverse Auctions: Participated in a $35MM tender for Aluminum Die Castings
  • John Deere
    Strategic Sourcing New Product Development Team
    John Deere
    Sep 1994 - Oct 1999 (5 years 2 months)
    • Sourcing: Purchased a full range of components, electrical wiring & boards, plastic injection & blow molded components. Powder painted weldments, electric motor parts, Sew Blower Bags, Instrumentation, rubber molded, Printed Circuit Board (PCB), cast parts, powder metal parts, roller bearings, Screw-machine, Metal laminations. Spend ~ $35MM
    • New Product Development: Specialized training as a "Vest Team" member. Training Topics: International Purchasing, Product Development Process, Supplier Relations, Business Conduct, Early Supplier Involvement, Supported ISO9001 and PPAP efforts, Sourcing Strategies, Cost Management Strategies, Supplier Audits, Value Analysis & Process Mapping, Quality Process Maps, Team Decision-making & Problem-
  • Sam's Club
    Sales Manager, Operations Manager, Receiving Shipping Manager
    Sam's Club
    Nov 1991 - Sep 1994 (2 years 11 months)
    • Direct Sales: Called on manufacturers to buy bulk sugar, flour, raw material supplies.
    • Shipping & Receiving: Schedule deliveries, Unloaded, Confirmed Packaging List, Audited Keyed Receipts,
    • Reverse Logistics: Re-packed Returned Goods, Placed Supplier claims, RTV#, Scheduled Reverse Logistic Pick-Ups
    • B2B Payment Collection: Filed, Monitored Time Sequence to next Action, Letter Submittal, Legal Court Fillings
    • Range Reviews with Buyer: HQ with Buyers, Range reviews, Buyer Pitches, Learned of Demographic & Market Shifts
    • Security Clearance: Cash room balancing, reconciliation, audits, variance resolve, NSF checks to court filings,
    • P&L Performance: Management P&L and walk-through. Focus on each line and
  • UPS
    Logistics Supervisor
    UPS
    Jan 1987 - Jan 1990 (3 years 1 month)
    • Performance: We utilize MBO, Management by Objectives to track performance or KPI.
    • Teamwork: Speed and Quality drive results. Staff cross-training, allowed sharing of staff based on volume and mix, without excessive quality loss. Details are important, down to the valid addresses loaded in each and every truck.
    • Serve to Lead: For 2-3 weeks, one of my team member’s car needed repair. I drove 1-hour round-trip to get him to work, so he would not be terminated.
    • Keep the Customers You Have: Learned the value and difficulty of retaining customers, i.e. UPS works under the premise that they go out of business daily.
    • Document to Reduce Conflict: Learned the importance of keeping sound records to backup accountability
  • Tate Metalworks Inc
    A.S.M.E. Code Welder
    Tate Metalworks Inc
    Aug 1985 - Sep 1987 (2 years 2 months)
    Received a written letter of recognition from the Client to the President of Tate for a boiler repair Performed Stick, Mig, Tig, and Submerged Arc weldments on carbon, aluminum, titanium, and stainless steel weldments on pressure vessels, boilers, fittings, and the like. First to embrace and use the new submerged arc welding technology, which reduced production time and increased the quality Exit Statement: Started university full-time
  • Fluor Corporation
    A.S.M.E. Code Welder
    Fluor Corporation
    Dec 1981 - Jun 1985 (3 years 7 months)
    Construction Sites: Wyoming, Colorado, and South Carolina Passed five-position pipe weld test, from tig root pass to 7018 fill, to coupon bend test and X-Ray test. Performance: Selected to perform one of the most risk-sensitive weldments on the site. An Insurance Representative to monitor my work, from start to finish, to ensure compliance with liability insurance. Exit Statement: Started transition to reposition towards starting university
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  • INSEAD
    Products to Global Makets, Multinational Enterprise Management: International Business Development
    INSEAD
    Jan 2007
  • Keller Graduate School of Management of DeVry University
    bachelor, master, MBA, Master of Business Administration (M.B.A.), International Business, Strategy, Finance, Project Ma
    Keller Graduate School of Management of DeVry University
    Jan 2001 - Jan 2002 (1 year 1 month)
  • University of North Carolina at Charlotte
    Polymer Chemistry, Polymer Material Science | Inorganic Polymers | Thermo & Thermoset Plastics | Polymerization Process
    University of North Carolina at Charlotte
    Jan 2001
  • University of South Carolina Upstate
    Business Science in Business Administration, Marketing | Information Systems
    University of South Carolina Upstate
    Jan 1986 - Jan 1991 (5 years 1 month)
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