VP/BU Manager of Telular

Responsibilities:

Achieve revenue and profit targets

• Manage the P&L, taking full ownership and accountability for making the numbers; meeting or exceeding revenue, profitability, and return-on-asset targets.
• Drive the revenue growth, doubling the BU's sales from ~$200M within five years.
• Grow through a combination of organic means and acquisitions, taking organic up by 6-8% a year and having acquisitions pick up the balance of the necessary growth.
• Improve operating profit margin from 16% to 36% within 5 years.
• Reduce working capital to no more than 11.5% of sales in two years.

Develop and execute against strong growth strategy

• Actively lead and facilitate AME's desire to use Telular as the IoT “center of excellence” for applicable AMETEK Business Units that have an application for IoT communications.
• Drive the appropriate balance in growth between products and managed services to optimize capital deployment. Minimize subscriber “churn” to drive profitable recurring revenue model. Grow Skybitz with additional differentiated capabilities. Grow Telguard in the higher profitability commercial fire & security alarm sector.
• Building upon existing strategic thinking, develop strategy to double sales in five years (e.g., driving market expansion; thinking through channel strategy, etc.).
• Bring new strategic thinking to the group around new product launch and new product marketing strategies.
• Aggressively execute against the strategy, leveraging the company's success, market position, and brand by commercializing new market opportunities, growing existing ones, and using channel partners in the most effective way.
• Maintain appropriate strategic focus even where others may focus on the “crisis of the moment.”
• Manage the highest-level relationships with key customers and market influencers.

Ensure effective new product launch and product management

• Drive the launch of the next generation of products by effectively prioritizing biggest opportunities and working closely with product marketing and engineering.
• Develop strong technology & product roadmaps, while proactively tracing impact of new product developments and existing product improvements on marketplace traction.
• Practice strategic product management, planning out the development cycles and life cycles of products.
• Upgrade leadership and project management so NPD projects are completed on time and on budget.
• NPD as a % of sales (Vitality Index) culture.

Provide strong, process-driven leadership

• Partner closely with divisional VP/GM and corporate colleagues at the divisional level (e.g. legal, commercial excellence, finance, HR, and operational excellence).
• Provide solid-line management to a group of [5] direct reports (i.e., VP of Engineering, VP of Finance, VP of Operations, VP of Customer Success, VP of Sales).
• Have the necessary “fire in the belly” and drive to set the direction and required culture to motivate people to achieve business objectives, to get people through tough times, to celebrate successes, and to achieve forecasts. Move away from “management by committee” and lead from the front.
• A “get into the details and roll up ones sleeves” disposition, articulate and thoughtful presenter to the executive office and board, polished poise and gravitas.
• Brings the management team together as an integrated, efficient, collaborative and pragmatic team that embraces the AMETEK culture of respectful engagement with open and transparent communication to reach solutions. Provides strong process-driven leadership for interdepartmental interactions.

Execute M&A plan

• Develop an acquisition strategy to achieve overall growth numbers. Plan for acquisitions to drive revenue growth to support doubling over five years.
• Work with corporate and division on the acquisition process, helping to identify targets, pursue opportunities, and evaluate the growth potential of the acquisition in due diligence.
• Help drive the integration of acquired companies into the organization while achieving the acquisition model.

Drive operational excellence

• Partner closely with the division level operational excellence individual and drive operational excellence throughout the group.
• Achieve savings and cost reductions using AMETEK’s operational excellence tools. Reduce material costs by sourcing from low-cost regions. Achieve material cost and OpEx savings of at least 1.5% of sales and necessary price increases to offset annual inflationary cost increases.
• Be technically competent to manage highly technical employees, having the solid technical background necessary to gain the respect of the organization.

Develop talent and maximize human capital

• Retain key leadership team and known high-potential colleagues identified in BU leadership development process as mission critical to the organization in the short and medium term.
• Ensure that the human capital is in place to allow the business to grow to its full potential. This will include a thoughtful and objective evaluation of the existing leadership team, developing members of the team, and enhancing/augmenting the team as appropriate.
• Manage performance and talent development, aiming to maximize group talent.
• Right team in place—who can grow into new roles—for succession:
  • Hire and retain A players.
  • Develop B players.
  • Redeploy or remove C players.
• Actively manage internal talent development, helping to identify those with potential and helping to grow the next generation of P&L leaders for the company.

Fit with and help drive the AMETEK culture

• Effectively integrate with and encourage the team to take up the full AMETEK culture. Become a standard bearer for the company who seems like he has been there forever.
• Fit with key AMETEK cultural elements, including:
  • Thrives in a lean, autonomous meritocracy and takes a high degree of personal responsibility and is willing to talk about the good and the bad.
  • Places team achievement ahead of personal gain.
  • Is confident but also unpretentious. Willing to roll up sleeves and engage.
  • Strong work ethic.
  • Unquestionable integrity and respect for individual dignity.
  • The stature, maturity, and gravitas to deal effectively with senior-level customer executives and government officials, working in a collaborative way and being able to “read the tea leaves” to get things done.
  • Have the confidence of their convictions, not hesitating to push back on and take push back from senior leadership.
• Be easy to work with and reliable, being “on call” for the global business and having a true passion for the business.