Packaging Career Highlights

8/7/2019 Packaging Career Highlights

1/15

Packaging Career Highlights

An overview of what I believe has beensome of my greatest accomplishments in

solving problems and growing profitable

sales throughout my Packaging career.

Jared Kohl

(773) 717-9217

[email protected]


2/15

Packaging Career Highlights

Field Container Company, L.P. Value add & Operations

Amcor Flexibles Healthcare Global sales role projects

Price management Berry Plastics Corporation

Improving profitability

Field Container Company, L.P. Value add & Operations

Amcor Flexibles Healthcare Global sales role projects

Price management Berry Plastics Corporation

Improving profitability


3/15

Success Example #1:

Perseco, P&G and Management Trainee

Field Container Company, L.P.(now Graphic Packaging International)


4/15

Perseco, P&G and Management Trainee

Situation: While I was in my management trainee development program, Field Container ownedmature rotogravure plant was faced with a mix of over capacity & value added projects and an

insufficient number of staff to service the plants business needs. Involved with the new business andvalue add projects, I was asked to re-locate to Marsailles, IL and support the plant for however longwas needed. This ended up being 8 months.

Tasks:

Led team in completing production of the McDonalds Monopoly Game labeling program forFrench fry cartons (bought label equip, set up QC standards, etc)

From Operations and Engineering role - brought in and coordinated all of P&Gs NA soapcarton business

Shadowed Exec VP of Operations in down time who was temporarily assigned to manage theplant.

Action:

Worked with both plant personnel, customer contacts and various suppliers to completevarious projects (Capital Expenditures, managed suppliers, set up testing sites, etc)

Reported directly to Exec VP of Sales (mentor) and Exec VP of Operations progress

Result:

Completed projects New job! Sales Representative and was given P&G as my account

Situation: While I was in my management trainee development program, Field Container ownedmature rotogravure plant was faced with a mix of over capacity & value added projects and an

insufficient number of staff to service the plants business needs. Involved with the new business andvalue add projects, I was asked to re-locate to Marsailles, IL and support the plant for however longwas needed. This ended up being 8 months.

Tasks:

Led team in completing production of the McDonalds Monopoly Game labeling program forFrench fry cartons (bought label equip, set up QC standards, etc)

From Operations and Engineering role - brought in and coordinated all of P&Gs NA soapcarton business

Shadowed Exec VP of Operations in down time who was temporarily assigned to manage theplant.

Action:

Worked with both plant personnel, customer contacts and various suppliers to completevarious projects (Capital Expenditures, managed suppliers, set up testing sites, etc)

Reported directly to Exec VP of Sales (mentor) and Exec VP of Operations progress

Result:

Completed projects New job! Sales Representative and was given P&G as my account


5/15

Success example #2.1:

Global Account Role Development Project

Amcor Flexibles Healthcare


6/15

Global Account Role Development Project

Situation:

Position became available to work with Key Global Accounts including 3M, Hospira, Hollister,Coloplast and Medtronic.

One of these customers maintained the 2nd largest R&D project developing an Ostomy film andexpected sales were to be $12MM/yr+. Coming into the situation, profit was not defined,current developed product was not sufficient for customer use and situation was to A) take on around 2 of project or B) inform the customer that Amcor did not wish to continue to invest intothe development work.

Task

Take project from a existing R&D phase over to commercial sales.

Action Initiated a MOU Memo of understanding with the customer in which we:

Identified best and worse case scenarios of the project timeline and what was involved

Assigned a monthly development fee + cost of trials, materials and associatedservices/resources Amcor would/would not be able offer

Result

Closed on MOU producing $500,000 in development fees ($500,000 in PROFIT/unaccounted forcash!!!)

Identified/improved the expectations for project to both customers senior management group andAmcor management group

Successful Global Sales Experience!

Situation:

Position became available to work with Key Global Accounts including 3M, Hospira, Hollister,Coloplast and Medtronic.

One of these customers maintained the 2nd largest R&D project developing an Ostomy film andexpected sales were to be $12MM/yr+. Coming into the situation, profit was not defined,current developed product was not sufficient for customer use and situation was to A) take on around 2 of project or B) inform the customer that Amcor did not wish to continue to invest intothe development work.

Task

Take project from a existing R&D phase over to commercial sales.

Action Initiated a MOU Memo of understanding with the customer in which we:

Identified best and worse case scenarios of the project timeline and what was involved

Assigned a monthly development fee + cost of trials, materials and associatedservices/resources Amcor would/would not be able offer

Result

Closed on MOU producing $500,000 in development fees ($500,000 in PROFIT/unaccounted forcash!!!)

Identified/improved the expectations for project to both customers senior management group andAmcor management group

Successful Global Sales Experience!


7/15


Global Account Role Existing high value customer w/ no history of

new sales



8/15


9/15


Global Account Role Close new product/improve profit



10/15

Global Account Role Close new product/improve profit

Situation:

Global Account based in Copenhagen, Denmark was looking for cost savingssolution with alternatives to 2FS Tyvek

Task

Keep top web sales & transition from Tyvek to a coated paper

Compete against Chinas local supply and price

Compete against other competitors (i.e. Sealed Air and Perfecseal)

Action Run trials on existing product (current paper supplier) and listened to customer

identify that competition had a much lower cost.

Developed a new product using a new lower cost medical grade reinforced paper(new paper supplier)

Result

Saved customer 20% on $1MM/yr in spend

Increased PBIT from a 6% on coated Tyvek to 25% on the coated paper

Sold value of global supply from Amcor, field engineering support, VMI and othervalue added aspects of Amcor.

Situation:

Global Account based in Copenhagen, Denmark was looking for cost savingssolution with alternatives to 2FS Tyvek

Task

Keep top web sales & transition from Tyvek to a coated paper

Compete against Chinas local supply and price

Compete against other competitors (i.e. Sealed Air and Perfecseal)

Action Run trials on existing product (current paper supplier) and listened to customer

identify that competition had a much lower cost.

Developed a new product using a new lower cost medical grade reinforced paper(new paper supplier)

Result

Saved customer 20% on $1MM/yr in spend

Increased PBIT from a 6% on coated Tyvek to 25% on the coated paper Sold value of global supply from Amcor, field engineering support, VMI and other

value added aspects of Amcor.


11/15


Teach Sales Group on Value of CDI (Chemical Data Index)



12/15

Teach Sales Group on Value of CDI (Chemical Data Index)

Situation:

Management of price has been key in the past few years (more than years prior). With theCDI resetting itself in January 2010, the Exec. VP of Sales asked that I give a presentation tothe group on how CDI worked and how this resetting would effect the pricing on our products

Task

Reverberate to sales team an educational outline as a sales tool to manage price.

Assimilate this teaching to broader price management presentations via our Marketingteam.

Action

Meet w/ various buyers and procurement managers to understand Amcors raw materialspend.

Learn other indexs i.e. RISI and cost against energy, LME (London Metal Exchange), and otherSupplier letters ala Dupont

Identify contracted customers and non-contracted customers and how price is managedeither 1) via immediate 30 day price notifications or 2) via defined contract

Result

Created presentation, gave presentation, Q&A and ultimately provided this insight to thesales team as to how and why price makes such an impact not only in selling price but alsomanaging increases vs. decrease

Situation:

Management of price has been key in the past few years (more than years prior). With theCDI resetting itself in January 2010, the Exec. VP of Sales asked that I give a presentation tothe group on how CDI worked and how this resetting would effect the pricing on our products

Task

Reverberate to sales team an educational outline as a sales tool to manage price.

Assimilate this teaching to broader price management presentations via our Marketingteam.

Action

Meet w/ various buyers and procurement managers to understand Amcors raw materialspend.

Learn other indexs i.e. RISI and cost against energy, LME (London Metal Exchange), and otherSupplier letters ala Dupont

Identify contracted customers and non-contracted customers and how price is managedeither 1) via immediate 30 day price notifications or 2) via defined contract

Result

Created presentation, gave presentation, Q&A and ultimately provided this insight to thesales team as to how and why price makes such an impact not only in selling price but alsomanaging increases vs. decrease


13/15

Success example #3:

Improving Profits

Berry Plastics Corporation


14/15

Improving Profits

Situation

Medical customers did not meet the EBITA performance requirements that management was

expecting Task

Evaluated customers business based on:

Customers impression of value the packaging created for them

Researching existing and potential competitive threats. i.e.; competitors, price point (price overresin), customers competitors packaging design/costs, resources to service the business, etc

Identified/anticipated customers reaction and response to a non-material related price increase

Identified a next generation product to pursue a longer term value proposition for the

customer. Action

Implemented a 6% price increase on $8MM/yr in sales = $480,000 (annualized) improvement in profit

Initiated a plant/manufacturing location change.

Existing plant ran a 44 and 50 web on a 70 die running $1.5MM/yr in sales at 3% EBITA =$45,000/yr EBITA

Transferred to new plant running combination orders including both 44 and 50 webs across a103 die. Maintained price = $1.5MM/yr in sales at a 20% EBITA = $300,000/yr EBITA

Result $480,000/yr EBITA improvement

$250,000/yr EBITA improvement

$730,000/yr in annual EBITA improvements!!!

Situation

Medical customers did not meet the EBITA performance requirements that management was

expecting Task

Evaluated customers business based on:

Customers impression of value the packaging created for them

Researching existing and potential competitive threats. i.e.; competitors, price point (price overresin), customers competitors packaging design/costs, resources to service the business, etc

Identified/anticipated customers reaction and response to a non-material related price increase

Identified a next generation product to pursue a longer term value proposition for the

customer. Action

Implemented a 6% price increase on $8MM/yr in sales = $480,000 (annualized) improvement in profit

Initiated a plant/manufacturing location change.

Existing plant ran a 44 and 50 web on a 70 die running $1.5MM/yr in sales at 3% EBITA =$45,000/yr EBITA

Transferred to new plant running combination orders including both 44 and 50 webs across a103 die. Maintained price = $1.5MM/yr in sales at a 20% EBITA = $300,000/yr EBITA

Result $480,000/yr EBITA improvement

$250,000/yr EBITA improvement

$730,000/yr in annual EBITA improvements!!!


15/15

ERROR:

stackunderflow

OFFEND

INGCOMMAND:~

STACK:

Packaging Career Highlights

Documents

Transcript of Packaging Career Highlights