TIMOTHY M.

BURNS
927 Pineneedle Place
Maineville, OH 45039
Phone: (513) 476-9049
Email : Tim.Burns@Roadrunner.com

BUSINESS PROFESSIONAL

Accomplished business leader with over 15 years of diverse, progressively respon

sible experience in all phases of business including sales management, market ma
nagement, and engineering. Proven detail oriented project, product, customer, a
nd market management skills, working with international multi-functional teams t
o grow existing business, creating value propositions, identifying new opportuni
ties for growth, and developing new business. Consistently strong sales growth,
project success, product awareness, cost savings, and profitability improvement
s along with experience in strategic & tactical planning, high level negotiation
, budgets, and forecasting. Intelligent businessman with effective communicatio
n, analytical, and problem solving skills.

Professional Strengths:
Project Management, High Technical Aptitude, Product Management, P&L Analysis, S
trategic Planning, Crisis Management, Sales & Marketing, Market Positioning, Pro
blem Resolution

CAREER DEVELOPMENT

TPC Wire and Cable

(Engineered electrical wire and cable)
Market Unit Manager (Material Handling) 2008 – Present
Responsible for strategic growth, overall sales, marketing, project management,
and new product proposal activities for the North American material handling mar
ket including OEMs, integrators, distributers, and end customers.
Manage and control all North American material handling sales, marketing, and pr
oject activities including pricing levels, trade show activity along with direct
management of key opportunities, customers, and projects increasing sales 83% t
o $1 million within 2009.
Develop and execute local market analysis, plans, strategies and tactics.
Direct, train, support, and interact with over 40 inside and outside sales perso
nnel to assure business growth.
Develop training presentations and tools to promote new/competitive opportunitie
s.
Through the development of the Material Handling Business Plan, introduced a str
ategic focused approach to maximize market share resulting in 8 concentrated bus
iness segments.
Developed the Oil and Refinery business segment resulting in doubling overall sa
les within 9 months.
Conductix-Wampfler
(Energy and data transmission systems)
Business Unit Manager (Transportation, Automation and Handling) 2004 – 2008
Responsible for sales growth, project management, product management, marketing,
budgeting, P&L management, and forecasting for the Northern Region in the autom
ation, transportation, and handling market segments. Growth success due to incr
easing market penetration, visibility and the strengthening of relationships wit
h agents, distributors, and key accounts, while maximizing contact with prospect
s. Also responsible for all strategic market planning within the Handling busin
ess unit for North America.
Managed all market specific sales activity within the northern portion of North
America (29 states and Canada).
Increased organic product sales 35% to $5.8 million, with special projects 75% t
o $7.5 million while maintaining consistently high margins.
Developed sales budgets and market plans/strategies for the Handling Business Un
it in coordination with the southern region manager and global market management
.
Through negotiations, product specifications, and the solution selling concept,
increased profit margins by 8%.
Strategic business gained through managing a product design, machine design, and
product manufacturing process resulting in a $1 million sale and residual busin
ess.

Bach and Company

(Tooling and machine parts for steel/paper cutting machinery)
Technical Sales Engineer 1998 – 2004
Responsible for territory management for the Midwest involving the sales, market
ing, consulting, and technical service of engineered machine parts for the steel
, paper converting, and corrugated markets.
Accountable for the implementation of all marketing and sales programs in a 9 st
ate territory.
Using a technical consulting / problem solving approach focusing on decreasing m
achine down time and associated costs, matured territory from zero to $1 million
in 5 years.
Through existing data and recent customer research, developed a cost value progr
am designed to illustrate to potential customers the overall value of the compan
y’s product.
Through negotiations, project support, and product consulting, formed a partners
hip with a global OEM resulting in a key endorsement of the company product and
a mutually beneficial business relationship.
Strategic business approach led to the development of 200 new customers includin
g 22 key accounts.

Vorbroker Consulting/CIMx Company

(Paperless interactive manufacturing software)
Application Engineer 1997 – 1998
Responsible for researching customer’s manufacturing processes and work cells to pro
perly configure software to maximize the cost value added of a “paper less†production s
cheduling, build instruction, and up-to-date drawing system within the aerospace
and automotive industries.
Created a Customer Manufacturing Evaluation Process (CMEP) program which quickly
reduced delivery time between developer’s implementation and customer’s requirements.
Designed, produced, and delivered key demonstrations and presentations to potent
ial customers using live data and production processes.
Became the manufacturing expert that advised and consulted the software design t
eam of key details needed to achieve overall sales attractiveness, customer usef
ulness, and successful implementations.
Installed and configured manufacturing software onto the customer’s servers, tested
the overall system, and initiated on-the-spot programming changes until completi
on of implementation.

Square D
(Manufacturer of electrical switchgear and industrial safety switches)
Industrial Engineer 1995 – 1997
Responsible for decreasing production costs, downtime, and lead times through th
e identification of work efficiencies, product designs, communication, and suppl
ier supported programs. Team facilitation of product design from a theoretical
plan to a produced product including engineers, production staff, and purchasing
.
Created and led a team of 10 to map the processes of an engineered product (swit
chgear) through the production stages. Within 2 months, the team’s recommendations
were implemented which reduced turn-around time from 16 weeks to 12 weeks.
Identified the “bus boot†process to be labor intensive and time consuming. Through sup
pliers and design engineers, facilitated a design change that resulted in a high
er dielectric strength, less expensive, and 50% less labor intensive product to
install.
Designed, coordinated, and implemented a plant layout change for producing switc
hgear that increased production throughput and decreased costs with the result o
f lost parts, incorrect drawings, and overall mistakes.

EDUCATION
BS, Industrial and Systems Engineering - The Ohio State University, Columbus, Oh
io
BS, Computer and Information Science - The Ohio State University, Columbus, Ohio