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Lynda Bell Resume

Global Sales and Marketing Leader

Results Driven Turnaround, Change Management and Functional Level Startup

Strategic Planning, Execution of Tactics, P&L Management, Pricing & Contracts, Process Improvement, Team Building, Product Management, Organizational Development, Channel Management  


Eaton Corporation, Airflex Business Unit, Cleveland, 2006 – 2009

Airflex is the most recognized name in the industrial clutch and brake market worldwide. 

Global Marketing Manager, Hired to focus on strategy and organizational development.  Held responsibility for marketing, application engineering, customer service, sales and channel management.  5 direct reports, 11 indirect reports.

  • Identified growth strategies.  Directed and influenced internal resources to maximize sales opportunities.  Sales incentive plan design and measurement.  Attained growth up to 14% over goal and up to 28% over prior year.  International growth, 125% to plan.
  • Established pricing guidelines and agreements.  100% delivery on pricing realization targets. 
  • Rationalized channel partners and product lines, evaluated and negotiated contracts with global distribution partners and facilitated the sale of product line assets.  Resulted in improved throughput and inventory turns, and net profit enhancement. 
  • Developed and proposed business plans for product introductions and line extensions.  Revenue potential forecasted to double top line within strategic planning period.
  • Led re-launch of website, tradeshow management, customer meetings, on-going collateral material, product launch and protection of intellectual property.  Strategies and tactics targeted to raise brand awareness and customer satisfaction level, and protect and grow market share. 

Arrow Electronics, Inc., Power & Signal Group, Cleveland, 2004 – 2005

Power & Signal Group is a global supplier of electronic components to the transportation industry.

Director North America Service Center, Recruited for this newly created position to lead and manage all aspects of the Service Center.  Focused on inside sales, pricing and materials management, and performance management.  5 direct reports, 40 indirect reports.            

  • Inside account team metrics – 133% improvement in call response time, 33% improvement in order entry confirmation.  Materials team metrics – 80% improvement in inventory turns.  Pricing team metrics – 100% contract accuracy, implementation of price change process using lean sigma methodologies.
  • Steered and implemented lean sigma projects.  Reduced premium freight expense from a high of $500 thousand to freight revenue of $40 thousand.  Realized 57% improvement in delinquent sales order dollars.  Reduced obsolete inventory dollars by $2 million.
  • Improved supplier and customer relationships.  Advanced the implementation of Toyota model for supplier recovery and on-time shipment improvement (estimate 35% improvement).

Swagelok Company, Cleveland, 2003 – 2004

Privately held global manufacturer of fluid system components.

Alliance Account Manager, Recruited to create and optimize business opportunities with global partners.  Standardize team processes and business process documentation.         

  • Negotiated new alliance agreements with focus on maintaining profitability.  Forecasted $8M growth.  Negotiated contract extensions to include customer commitment for additional profitable product purchases.  100% success rate.
  • Honed and implemented price change notification process.  Measured and delivered $400 thousand in revenue during first implementation.
  • Planned and implemented distributor survey.  Resulted in revised and improved methodologies for communicating and tracking alliance account team benefit and success rate.  89% response rate.

The Sherwin-Williams Co., Consumer Division, 1987 – 2002

Focus on the distribution and sale of consumer packaged goods in the retail channel.     

National Account Director, Cleveland, 1998 – 2002

Appointed by Division President to focus on business turnaround.  Held responsibility for P&L, marketing and sales for branded and private label products.  6 direct reports, 38 indirect reports.

  • Increased gross profit by 14%…Improved PBT by 20%…Reduced P&L cost of goods…Realized single year cost savings of $1.6M…Provided customer improved margin.
  • Prepared and articulated strategic plan.  Generated additional $9 million of top line revenue through new product development and sales.  Identified product roadmap.
  • Negotiated profitable contract extensions to existing 5-year contract in 1999 and 2001.  Spearheaded customer consolidation of vendors to Sherwin Williams as a single source. 
  • Restructured and strengthened account management and field teams.  Achieved a 19% sales increase in a declining channel segment and a 38% improvement in account service level.

Customer Service Director, Cleveland, 1995 – 1998

Appointed by Division Vice-President to ready department for planned acquisitions.  Led 75 person inbound/outbound multi-site center servicing major retailers and users of brands and private labels.

  • Developed and presented proposal for purchase of CRM package with capital expense exceeding $1 million – approved and implemented across multiple businesses.
  • Introduced new techniques and technologies; team based management, telecommute, agent led work teams, continuous learning programs, cross-functional training, hiring matrix, 360° feedback, mentoring, manager assimilation, and agent certification and incentive programs.
  • Integrated two large company acquisitions, $300 million and $800 million, into customer service function.  Approved and implemented customer and agent surveys to measure and drive improved satisfaction level.
  • With no increase in headcount…1997 – 26% improvement in call response time, 8% increase in call volume; 1996 – 18% improvement in call response time, 30% increase in call volume.
  • Positioned agent as a key developmental role within the division, approx. 80% promoted.


MBA, Executive Program, Case Western Reserve University, Weatherhead School of Management, Cleveland, 1996.

Bachelor of Science, Management, University of Tennessee, Knoxville.

Professional Awards and Development

Certificate, Internal Audit ISO 9001:2003, February 2009.

Eaton University, Value Cycle Training Facilitator, 2008, 2009.

Eaton Talent Scout Network (ETSN), 2007, 2008, 2009.

Eaton University, Customer Relationship Review Steering Committee and Training Facilitator, 2006, 2007, 2008, 2009.

PSN Symphony™ Method for Product Roadmapping, Product Strategy Network, 2007.

Six Sigma for Design and Development (SSDD), Eaton University, 2006.

Arrow Electronics, Lean-Sigma Black Belt Candidate, 2005.

Closing the Gender Gap (Communications Skills), Case Western Reserve University (CWRU), Weatherhead School of Management, 2005.

Resonant Leadership, CWRU, Weatherhead School of Management, 2005.

Large Account Management, Miller Heiman, 2004.

Certificate, Developing Leadership through Emotional Intelligence, CWRU, Weatherhead School of Management, 2003.

Sales Negotiation, Bay Group, 2002.

YWCA Professional Women of Excellence, 2001.

Partners in Progress Award, Sears, 2000.

The Sherwin Williams Company Corporate Marketing Award, 2000.

Popular Mechanic’s Design and Engineering Award, 2000.

The Sherwin Williams Company President’s Circle of Excellence, 1989, 1990, 1993. 

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