1. Leadership Delivering Results
A progressive, bilingual and bicultural, sales and service operations leader with national and
international experience in managing world class, sales, distribution and industrial service
operations.
Applies an industrial automation and business administration education to capture market,
production and administrative opportunities. Possesses strong communication, strategic
and analytical skills to deliver effective decision making for business and operations planning
and budgeting.
Recognized as a customer and results oriented leader focused on operational effectiveness,
accountability and team work to deliver customer and corporate commitment.
Rick Leroux
Executive and General Operations Management
Sales, Service & Distribution

2. Capabilities and experience

Executive and General Management

Strategic and Process Planning

Mergers and Consolidations

Directing Sales and Marketing

Operations and Product Management

3. Executive and General Management
Profitability increased year over year 51% &
45% in a declining market
Reversed a declining profitability trend.






Reduced delivery capacity to seasonal demand
Eliminated non productive fleet assets
Improved margin levels with market segmentation
Restructured, aligned sales force to growth markets
Adjusted inventory levels to J.I.T.
Optimized national accounts
% YOY Profit
Increase
Jul.-2012
YTD
45
Dec. 2011
$3.0 MM in profit recovery
51
0
20
40
60

4. Executive and General Management
Expanded Division product offering for growth
Synergy of product lines to accelerate high profit sales



Standardized ON and QC machine product offering
 3 new lines in ON, 4 in QC
 National and major account growth realized
Sales growth of 7% with Allied, high G.P. sales in 12 months
 Declining market condition: 2%
Positioned dealership for continued machine and product
support growth.
5000
Added $3.5MM of new sales in
declining conditions.
Allied Sls $K
0
2006
2007

5. Executive and General Management
Introduced demand driven inventory purchases
Linked inventory purchases to market demand levels

Initiated monthly machine 3rd party sales prospect reporting
 Machine models and quantities
 Probability and month of customer order

Identified internal machine requirements
Long and short term rental
 Inventory minimum requirement
Leveraged extended terms on machine inventory


4
3.5
3
Increase machine inventory
turns 26%.
2.5
2
1.5
1
0.5
0
2006
2007

6. Executive and General Management
Reduced cost of goods sold
Turned around manufacturing facility





High % ‘Make’ activity for plant labor absorption
‘Make’ or ‘Buy’ process reviewed and reversed
Changed plant operations leadership
Drove accountability & structure changes
Optimized ‘Make’ product mix
Jan-00
$6.5 MM in profit recovery
Jun-99
% Margin
0
10
20
30
40

7. Executive and General Management
Improved liquidity and reduced A.R. risk
Reduced overdue A.R. level from 15% to 0,5% of sales




Implemented dedicated collections process
Fast complaint resolution process
Average days sales outstanding (DSO) from 109 to 45 days
Overdue A.R. position from $26M to $800K
Recovered $25.3MM in declining
industry.
5000
Overdue A.R. $K
0
Q1 2001
Q2 2006

8. Capabilities and experience

Executive and General Management

Strategic and Process Planning

Mergers and Consolidations

Directing Sales and Marketing

Operations and Product Management

9. Strategic and Process Planning
Optimized pricing, sales, inventory & operating
capacity
Developed and applied key business processes




Conducted quarterly competitive price point analysis
 Increased margin yield
 Reduced customer loss
Restructured inside and outside sales force
 Centralized customer call center to dispatch center
 Aligned sales force to growth and core markets
Adjusted inventory system to seasonal ‘just in time’ demand
Introduced demand driven capacity adjusted planning
Optimized business to generate
$3.0MM in additional profitability.

10. Strategic and Process Planning
Increased Parts volume and profitability
Developed and applied a Strategic Pricing module



Conducted competitive price point analysis
 Standard parts basket market comparison
Segmented parts business into four key segments
 Price point, Core, Visibility, Customer
 Identified value added delivery channels
Applied tailored price factors to each segment
Aligned parts business to generate
$1.5MM in additional profitability.

11. Strategic and Process Planning
Assessed vulnerability to protect profitability
Delivered a study to define impact of industry trends



Identified customers with weak market position
 64 of 150 paper mills identified as being at risk (42%)
Measured revenue loss of decreasing customer base
 Product segment sales volume (20%)
 Gross profit dollars by product segment (37%)
Proposed management actions and changes
 Protect and grow lucrative segments
 Adjust overhead cost structure
80
70
2006
60
2015
50
Proactive management to needed
decision making.
40
30
20
10
0
Sales
Earnings

12. Strategic and Process Planning
Launched operations effectiveness surveys
Targeted operational improvement with customer input.



Identified customer expectations by business activity
 Capital versus aftermarket
 Sales and service functions
Activity based operational effectiveness was measured
 Sales process and customer interaction
 Parts, repair, service and project delivery departments
Set priorities management actions in mission critical areas
 Align needed improvements with core operational areas
 Realize changes as part of the 5 year plan.
Adopted in North America to strengthen operations,
ensure customer loyalty and grow revenue.

13. Capabilities and experience

Executive and General Management

Strategic and Process Planning

Mergers and Consolidations

Directing Sales and Marketing

Operations and Product Management

14. Mergers and Consolidations
Consolidated triple site operation
Integrated 3 Divisions into single site operation




Metso Paper, Minerals and Automation
 Separate under-utilized sites
Consolidation launched to support common operating unit
 Centralized administration, H.R., I.T.
Shared facility with autonomous operations
 Leveraged synergies and common services
Aligned infrastructure to industry trends
 Pulp & Paper in decline – reductions foreseen
 Minerals, mining – expansion capabilities
Reduced infrastructure costs $650M/Yr.

15. Mergers and Consolidations
Merged 3 sales & service organizations
Integrated 3 operating Divisions to a $70MM unit




Reorganized divisions to single structure
Consolidated Sales and Field Service teams
Reduced I.T, H.R., administration redundancies
Applied shared services, finance and administration model
Reduced operating costs 13%
3500
3400
3300
3200
3100
3000
2900
2800
2700
1999
Op. Exp.
2000

16. Mergers and Consolidations
Combined 4 common customer sales teams
Merged 4 separate sales groups into a common team






Focused on complimenting skill and expertise sets
Capitalized on sales competencies to drive results
Leveraged customer relationships
Improved sales reporting processes
Reduced redundancies
Improved sales effectiveness
2000
Reduced sales costs 48%
Op. Exp.
1999
0
200
400
600
800

17. Capabilities and experience

Executive and General Management

Strategic and Process Planning

Mergers and Consolidations

Directing Sales and Marketing

Operations and Product Management

18. Directing Sales and Marketing
Sales force restructuring
Increased field sales 17% in a declining market.





Optimized field sales representation in 5 of 7 markets
Introduced a weekly, sales rep level prospect review
 Increased key opportunity sales support and yield
Implemented a quarterly market price survey
Established 3rd party alliances to grow new sales segments
 Mining, Automotive, Residential
Grew national account propane margin, service sales
Grew field sales revenue and market share.

19. Directing Sales and Marketing
Organized a division level promotion plan
High margin sales growth with focused marketing



Combined publicity campaigns across ON and QC regions
 Common market segments for the Division
Improved consistency of corporate message and image
 Feature product business developed simultaneously
Promotion schedule linked to business segment cycles
 Publicity synchronized to high buying activity
Sales $K
 Increased sales to meet capacity
1140
Grew sales in high margin product
segments.
1120
1100
1080
1060
1040
1020
1000
980
960
940
2006
2007

20. Directing Sales and Marketing
Growing key account sales and loyalty
Developed key account plans for major accounts






Established 12 month strategic account plans
Complemented by sales management follow-up and support
Improved client relationships
Grew sales in low share, high margin product segments
Quarterly action plan reviews
Formalized team sales approach
Sales $K
1000
800
Good to outstanding results!
600
400
200
0
1994
1997

21. Directing Sales and Marketing
Developed high margin service sales volume
Decentralized & upgraded sales force





Turned 60% of sales force to entrepreneurial model
Relocated field sales to regions of high client concentrations
Automated and computerized sales force
Focused sales force to aftermarket segment
Established new product category sales objectives
Revenue growth of 80% over
3 years.
35
30
25
20
15
10
5
0
1994
Sales $M
1997

22. Capabilities and experience

Executive and General Management

Strategic and Process Planning

Mergers and Consolidations

Directing Sales and Marketing

Operations and Product Management

23. Operations Management
Reduced operating costs in a declining market
Recovered $8MM or 23% in operating efficiencies






Adjusted technical service and delivery capacity to demand
Eliminated non productive assets
Optimized inventory levels to just in time
Centralized asset purchasing
Reduced overtime costs
40
35
Operating
Increased delivery efficiency
Expense
30
$MM
25
Reduced operating costs $8MM
over 3.5 years.
20
15
10
5
0
End 2009
YTD 2012

24. Operations Management
Increased Fleet Maintenance Efficiency
Increased service capacity 12%
Recovered $638M/Yr. in maintenance costs




Updated maintenance schedule to manufacturers standard
Increased preventive maintenance intervals
Reduced parts and consumables costs
Increased service technician capacity
Reduced $638M/Yr. in excess
maintenance costs.

25. Operations Management
Automated quote process to increase sales
Reorganized quoting process to price list format




Rationalized product offering
Eliminated pre-quote engineering for standard products
 Quote lead times dropped from 28 day average to same day
Created electronic price list
 Issued to inside sales to allow immediate quoting.
Easy quotes with standard templates

Consistent value proposition of product
30
Days
Sales $M
25
20
1 day quotes versus 28 days
Sales up 164% within 12 months!
15
10
5
0
Before
After

26. Product Management
Realized mature product growth
Revitalized mature product segment




Innovated a dedicated product management plan
 Transferred control from the foundries to manufacturing
 Reduced critical component lead times 6 to 8 weeks
Repositioned brand and product attributes
 Developed new promotion material
Million $
Calibrated pricing to market levels
4.5
4
Significantly cut quote times
3.5
Revenue up $2.5MM to $4.1MM
3
2.5
2
1.5
1
0.5
0
Jul-97
Jul-98

27. Leadership Profile
A progressive, bilingual and bicultural, sales and service operations leader with national and
international experience in managing world class, sales, distribution and industrial service
operations.
Applies an industrial automation and business administration education to capture market,
production and administrative opportunities. Possesses strong communication, strategic
and analytical skills to deliver effective decision making for business and operations planning
and budgeting.
Recognized as a customer and results oriented leader focused on operational effectiveness,
accountability and team work to deliver customer and corporate commitment.
Rick Leroux
Executive and General Operations Management
Sales, Service & Distribution