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DONALD C. MANN
3 Crossan Court, Landenberg,
Pennsylvania 19350
A value-driven Senior Executive who delivers sustainable sales, profits, people
and team results from start-ups to Fortune 100 companies.
2006
– 2007 BANK OF AMERICA CORPORATION (Wilmington,
DE)
Vice President
Bank of America's (BAC) 2006
merger with MBNA took credit card outstandings from $146 billion
to $204 billion. I was selected to improve processes and revenues
in Card Services Marketing now within BAC's Global Consumer
& Small Business Banking Division. After successful project
completion, my position was eliminated, and I am looking for
new opportunities in General Management, Marketing, or Operations.
Mid 2005 – Mid 2007
Revenue Optimization: We
delivered, ahead of schedule, a +$300 million EBIDTA opportunity
by re-engineering the processes supporting a $670 million
marketing plan across 9 channels in the Marketing Resources
Management (MRM) campaign and digital asset management program
representing 13 major credit card products (MasterCard,
Visa and American Express) and 80 BAC-wide cross sell products
across 13 lines of business with 4,000 affinity and co-brand
partner relationships and 500 direct MRM users. The project
automated key processes to allow marketing micro segmentation
so marketing efforts per year could triple to 45,000 efforts
without any increase in staff, delivered a 10% operational cost savings
and reduced the competitive response, last-minute price
change time by 75%.
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Drove a cross functional
team of 25 to deliver, 3 months ahead of schedule and
under the $6 million budget, the business process alignments
and the MRM front-end for enhancing the Channel Automated
Publishing (CAP) system to incorporate all brands, products,
offers, incentives and disclosures for producing the
marketing communications collateral for each effort.
Learned the operational details and interfaces of 3
major systems. |
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Delivered all aspects
from developing preliminary requirements to production
implementation with six sigma quality controls, compliance
management and user education. |
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Managed key stakeholder's
participation and buy-in that included Advertising,
Digital Asset Management, CAP, Channel management and
production for Direct Mail, Event, Internet and Media,
Affinity Marketers, Strategies, Marketing Finance and
Disclosures |
Business Development Process Optimization:
We revamped the affinity group account manager
processes that helped grow 2006 revenues 28%, reduced litigation
claims by 63% (a triple digit millions impact) and increased
group customer satisfaction by 20%.
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Ran the technical upgrade
to include the BAC products and channels in the MBNA
Group Exclusion Listing System (GELS) for database suppression
of affinity and co brand accounts from cross sell marketing
lists in a highly compressed schedule to accelerate
new sales. This helped make the merger profitable in
the first year. |
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Assumed project leadership
in the critical last 3 months in an environment
of changing requirements and led a cross-functional
team of 20 to deliver on time allowing the implementation
of the new BAC brand transparency strategy to
retain financial service groups representing 15%
of outstandings. |
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Identified that
up to 50% of cross selling leads would be lost
due to mandated GELS exclusions and developed
successful mitigation strategies to retain and
grow revenue of over $250 million. |
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Re-engineered the Group Release-Termination
Process where we delivered a 63% reduction in process-related
litigation claims (a triple digit millions impact).
Team members included Law, Contract Administration,
Group Compensation, Database Marketing, Finance, Customer
Service, Credit, and Group Administration. |
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Led an educational group with 3 direct
and 35 indirect team members that developed and delivered
17 different training courses to help the newly restructured
account teams produce a 32% revenue growth. In the process
I became the subject matter expert on 4 systems. |
1999
– 2005 MBNA CORPORATION (Wilmington,
DE)
Corporate Senior Vice President
Recruited to this multi-national,
$120 billion financial services company (about 70% was credit
cards) in 1999, to use my general management skills and perspective
to be a cultural change agent in Corporate Purchasing / Supply
Chain Management as previous purchasing efficiency "waves"
had not produced lasting results. After 11 years with EPS
of +23% AGR, MBNA's 2005 projections were 5-9% AGR,
and rather than stay independent, we merged with Bank of America
starting in mid-2005.
2005 – Mid 2005
Business Transformation: Reorganized
the $14 million Fleet department of 600 vehicles. I led
a team of seven and drove the schedule to include Fleet
in a major restructuring. Results included multiple business
unit process redesigns, a 41% total vehicle reduction, insurance
adjustments, and outsourcing savings of around 30%, a reduction
of 90 people and increasing EBIDTA by $6.5 million.
2003 – 2004
Re-organizing Facility Asset Management:
Selected to lead the complete revamping of the budgeting and
spend management processes. Developed financial analysis and
management software to optimize asset entry and exit and that
would provide savings of 40% in capital renovation, operational
and purchasing efficiencies. Immediate goal was to mitigate
$100 million in business-critical capital renewal by $25 million.
This innovative software includes 0-40 year predictive lifecycles
of the total asset as well as of each individual facility
component, zero-based budgeting, cost controls and operational
tasks; all linked to annually updateable reference costs and
facility management software (CMMS/CAFM). The program was
terminated due to merger negotiations. The software application
was commercialized and is now in production by VFA Inc. of
Boston MA.
1999 – 2003
Purchasing Re-engineering:
Moved to the other side of the sales negotiating table upon
joining MBNA in 1999, first to run an operations group and
call center of 23 people. And then to spearhead the Corporate
Purchasing Commodity Analysis group to reduce the worldwide,
$1.5 billion purchased spends. Results were used to fund additional
new account growth.
Developed my inexperienced team of
seven direct reports to perform at the level of (McKinsey)
business restructuring consultants. We ran concurrent projects
that involved over 130 people at one time. We did not have
a corporate mandate so had to continually prove the value
of our savings for business units to meet their and our goals.
Focus was on total cost of ownership (TCO), and execution
by changing the way we bought (policies, demand and processes),
what we paid (vendor management) and sustaining involvement
to keep the supply chain solutions aligned. This provided
key expense controls when our expansion slowed as the market
got more competitive and saturated with credit cards.
The table shows that the MBNA's high loan
growth and earnings were declining starting around 2001. The
sourcing processes and controls help trend the Purchased Expenses
down and supported the earnings starting in 2000. Note: 2002
earnings reflect an industry wide accounting change.
| Total Managed Loans, Billion |
$72.3 |
$88.8 |
$97.5 |
$107.3 |
$118.5 |
$121.6 |
| % Change |
21.3% |
22.8% |
9.8% |
10.1% |
10.4% |
2.6% |
| Earnings/Share, % Change |
27.6% |
27.5% |
25.5% |
4.7% |
33.6% |
14.5% |
| Purchased Expenses, % Change |
44.3% |
19.1% |
21.9% |
12.6% |
11.8% |
7.7% |
The bottom line:
Produced over $150 million in initial savings
in cross-functional projects involving more than 20 business
centers including Credit, Information Technology, Consumer
Deposits, Facilities Management, Consumer Finance, Treasury,
Insurance and Marketing (Advertising, Direct Mail, Loyalty,
Sports, Internet, Telesales/Telemarketing and Events). By
using customer-driven, key account management techniques,
the ongoing, annual cost avoidance ran over $120 million.
Bank-wide change ranged from
streamlining and sourcing entire banking systems for international
expansion, to new facility construction process re-design,
to transforming how we bought and delivered the 8-15,000 individual
marketing mailings per year. The US print commodity/stream
projects alone ran $40-60 million in annual cost avoidances
and new savings.
1996
– 1999 CIBA SPECIALTY CHEMICAL CORP.
(Newport, DE)
Business Center Director / General
Manager
Recruited to this Basel, Switzerland-based chemical
company with $5.3 billion in global, industrial (B2B) sales
into the US Pigments Division of Newport, DE with the $240
million in global sales.
Selected to turnaround the premier, but declining sales, $90
million NAFTA ($150 million worldwide) Automotive Finishes
Unit that drove more than 60% of the global Division's
profits. We sold to NAFTA and global Tier 1, automotive paint
manufacturers including DuPont, PPG and BASF. My chief strategy
was to lead my business team of 12 direct reports, 11 international
team members and 8 distributors to grow the business through
relationship account development and new value-added products
and services.
Led the unit to grow sales, profits and market
share by overseeing marketing, sales, pricing, technical service,
channel management, regional and global contract negotiations,
strategic planning, media / advertising, trade shows, order
fulfillment and R&D for US, Canada, Mexico, Europe, and
global key account management. Complete profit and loss responsibility.
Global Business Unit Management / Turnaround
& Growth
Reversed a 3-year sales decline by redefining
the global sales strategy to focus on near term opportunities
while developing new line extension products for the main
business with a 3-5 year selling cycle. By segmenting customer
account areas into large and small sales, I grew overall market
share 3% while increasing spot market sales by 31%. In the
face of automotive industry demands for annual 3-5% cost reductions,
grew EBITDA margins by 9% and 73% of the time we were able to show value rather than take a price reduction.
Identified $153 million in
new opportunities with $100 million in prototype products
and $53 million in existing products and revamped selling
and incentive strategies that successfully passed customer
approval.
Rescued an $80 million production modernization
project in severe ROI jeopardy due to a previously
unrecognized 3-year customer approval cycle. Defined the critical
customer parameters and redirected R&D processes and policies
to reduce this to 5 months, an 86% reduction, putting the
project back on track.
Performed value chain analysis
that identified new opportunities, revised selling approaches
and redefined major R&D projects to capture value and
improve margins. Coached sales team on technical value-in-use
presentations to avoid forcing all issues to price. Directed
significant improvements in the global technical labs and
manufacturing that, under strict QS-9000 criteria and using
Six Sigma concepts, resulted in first ever customer product
acceptance based only on our data without additional customer
testing. This opened a deadlock on $7 million in sales and
reduced new product time to market by 60%.
1982 – 1996 OLIN CORPORATION
Olin was a Stamford, CT-based, diversified chemical and manufacturing
company with 1995 sales of $3.2 billion, five major divisions,
40 sites world wide and 13,000 people.
1988 – 1996
OLIN ORDNANCE DIVISION - St. Petersburg, FL
(now owned
by General Dynamics)
General
Manager - Director of Programs / MCA Business Unit
Systems management and manufacturer of ordnance
products and services with sales of $320 million. 93% of sales
were firm fixed price, "no mercy," competitively
bid government, commercial and Foreign Military Sales (FMS)
contracts. Major issues were 65% reduction in defense spending,
continued consolidations within the industry, and 47% reduction
in overall division manning. In spite of this, and against
stiff competition, we grew our division sales 28% from 1988-96.
In early 1996 the government cut the ammunition budget 90%
and canceled $45 million in contracts I had already won, forcing
a major reduction and my position was eliminated.
Promoted in 1988 to run a $45-65
million, Medium Caliber Ammunition (MCA) OEM manufacturing
unit with 200-350 people (30% of the division) with multiple
national sites with national and international customers.
This consisted of five separate businesses with 90 major SKU's;
MCA alone had 9 product lines with 72 major SKU's. Complete
Profit & Loss (P/L) responsibility.
Multi-Business Unit Management / Turnaround
& Growth
Led the turnaround team that reversed the
previous two years of losses. By 1994, through reduced costs,
increased sales with new products, alliances and ventures,
and during a market reduction of 50%, doubled profits, increased
sales 45%, inventory turns fourfold (to 14.2 turns) and
order fulfillment to +99%, reduced overhead 39%, and grew
ROI (RONA) to high of 56% with an average ROI of 37% against
corporate goal of 17%.
Directed multiple units concurrently: Fiber
Products (1991); Advanced Engineering (1992-1994);
and Business Development (1993-96). To build a base
for the future, I led the Advanced Engineering Group into
funded contracts in areas such as plasma physics, advanced
polymers, and electronic systems. Supervised up to 8 direct
and over 70 matrix-indirect reports/team members on a regular
basis.
Performance of my unit helped justify the
1994 acquisition of GenCorp's, Aerojet Ordnance Division
($210 million sales), expanding my MCA unit to $125 million
and 450 people. Was acquisition task force manager, and
then managed its integration and turnaround. Established
local teams that reduced metal parts manufacturing and assembly
costs 30-71%, doubled inventory turns, introduced 8 new
products, and increased sales by $103 million. Developed
the strategy to guide the global, $300 million, Air Dispensed
Munitions business unit. The reliability and value of these
products were seen in their flawless action during Operation
Iraqi Freedom.
Acquisition / Due Diligence / Integration
/ M&A / Divesture / Spin-off
Directed a two-year integration, relocation
and consolidation of marketing, 12 new products and manufacturing
lines (MCA sales of $123 million) from Aerojet acquisition
in California to an existing operation in Illinois. We met
or exceeded all milestones, product start-ups, quality and
contract delivery requirements, came in $8 million under
budget and won follow-on production and R&D contracts.
Marketing / Customer & Business
Development
Maintained relationships and value with customers
directly and through global agents with a customer-driven,
"large sales" marketing strategy. Grew my overall
sales to $210 million by 1996, $69.3 million by internal-organic
development, and then we added $140.7 million (67%) by acquisition.
In the combined businesses we won major RFQ/RFP bids, and
retained market dominance through vendor alliances and pricing
strategies on multi-year fixed price government contracts.
Ran over 12 development and 18 production
RFP responses (bid values ranged up to $100 million) with
93% success rate with 90% acceptance of my pricing recommendations.
We met or exceeded 17% ROI, cash flow and profit objectives
with 8-16% pre-tax.
Simultaneous Engineering / Commercialization
of Technology
Reduced new product cycle time from idea to
production by 30-75%. 90% of sales were from new products
and processes introduced over previous 6 years. We brought
37 major new products to market, each with complete business
cases in the $4-10 million range.
Cost Reductions / Quality Improvement
Directed production line reconfiguration that
reduced overall operating costs by 15% and specific product
costs by 50%. This incorporated automation, JIT, SPC, TQM,
kanban, six sigma, demand flow, lean manufacturing and flexibility
into the lines. Reduced costs 8-23% in other lines, and
achieved ISO 9000 certification while increasing sales and
profits.
1982 – 1988
OLIN WINCHESTER DIVISION
Steady progression of promotions from R&D Manager,
to Marketing Manager,
to Business Development and Program Manager
1979 – 1982 US ARMY -
Research Chemist / Program Manager (Civilian)
1971 – 1979 US AIR FORCE - Captain
- Research Chemist; Lieutenant - Aircraft Maintenance Officer
EDUCATION & GENERAL
M. A., Science Education-Chemistry &
Biochemistry, East Carolina University
B. A., Chemistry, East Carolina University
Height: 6'1", Weight: 228lbs.
Favorite Sports: Weight
Training/Gym Workout, Hiking
Activities: People-helping charities such as Habitat for Humanity
and coaching inner-city soccer teams.
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