“I've spent 25 years being put into situations where things weren't working, and being trusted to fix them.”
A career spent diagnosing complexity, not managing stability.
Over a 25-year career spanning the full commercial and operational spine of a global industrial manufacturer, Greg held progressive leadership roles across sales support, product management, outside sales (aerospace and defense), customer service leadership, supply chain, business process management, demand planning, sales operations, regional sales leadership, acquisition integration, and Americas commercial excellence, and four M&A diligence cycles including a multi-billion-dollar target. Each promotion was earned by diagnosing and stabilizing complexity, not managing stability.
Selected milestones from the operational front line.
01Integrated a $100M acquired business to $130M revenue in year one while preserving margin and maintaining >95% on-time delivery.
02Participated in four M&A diligence cycles including one multi-billion-dollar target evaluation; built an AI-enabled synergy model to stress-test distributor economics during a compressed diligence window.
03Directed a $500M Americas commercial platform across 8 countries and 37 direct reports during peak supply chain volatility.
04Led a $185M regional sales business to 5 to 8% CAGR with 200 basis points of margin expansion over seven years.
05Captured $15M in pricing gains during commodity disruption through disciplined cross-functional governance.
06Improved large-project quoting cycle from 14 days to 2 days through a cross-functional tiger team.
07Improved promise-date accuracy from 60% to nearly 90% through lead time governance redesign.
08Built a market model translating physical utility infrastructure into TAM by state, utility, and product line. The model drove annual planning for a decade.
09Scaled an offshore back-office platform from 3 to 25 FTE at one-third U.S. cost, preserving margin.
Three principles. Non-negotiable.
Governance and speed aren't opposites. The right cadence gives you both.
Margin discipline is a leadership problem before it's a finance problem.
A plan nobody is accountable for is a document. Put a name and a date on every line.
The first 30 days in any sales leadership seat.
Find out who really owns the top 20 customer relationships and secure them.
Rebuild the pipeline from the ground up so every open deal has a real stage and a real next step.
Give the owner or board a 90-day forecast they can defend, with confidence levels attached.
Lay out what the sales organization needs to look like for the next two years, and give an honest read on who on the team should be part of it.
Greg is also available for independent board and advisory board roles at industrial and B2B companies. Get in touch, or see his speaking topics.