Ken Grieshop
Summary
Proven business leader with the ability to lead global teams and hit aggressive targets. Uniquely experienced on both sides of the commercial landscape while also being a strong technical resource. Consistently finds opportunities to provide cost savings and negotiate favorable terms for stakeholders. Able to develop and deploy commercial and technical strategies to support and achieve company objectives.
Overview
25
25
years of professional experience
Work History
MANAGER – CAPEX SOURCING AND PROCUREMENT ORGANIZATION
ADVANCED DRAINAGE SYSTEMS
09.2021 - 06.2024
- Company Overview: Industry leader in storm water management solutions. $2.9 billion in annual revenue and 5,800 associates across 60 locations.
- Provide leadership for the CapEx team while aligning organizational goals with internal stakeholders. Developing global CapEx sourcing strategies that significantly expand supply under contract. Developing and enhancing international supplier relationships. Leading negotiation training for the entire procurement organization. Develop and streamline procurement processes to enhance efficiency for stakeholders. Lead RFP/RFQ process for capital project stakeholders.
- Built ADS's first CapEx Sourcing & Procurement organization while managing $175M+ in annual capital spend.
- Achieved over $7M in documented cost savings and improved average weighted payment terms for the category by 22 days.
- Increased “spend under contract” from 3% to 35%. Negotiated over 25 master service agreements.
- Developed and deployed category strategies for the following categories: Mold & Die Tooling, Engineering & Construction, Automation Equipment, Resin Handling Systems, Extrusion Process Equipment, and other sub-categories.
- Facilitated and negotiated over 50 NDA's and other supply agreements to safeguard ADS intellectual property. Worked closely with internal stakeholders and legal teams to ensure alignment.
- Implemented a contract management process that included developing storage and tracking contract details and end dates to ensure timely renewal.
GLOBAL PRODUCT MANAGER
HYPERION MATERIALS AND TECHNOLOGIES
07.2011 - 09.2021
- Company Overview: Global leader in hard and super-hard materials $500 million in annual revenue and 1,600 associates across 8 manufacturing locations.
- Provide leadership in product management and market strategy for operations involving highly engineered super abrasive products, polycrystalline diamond (PCD) and polycrystalline cubic boron nitride (PCBN) used for metal cutting. Possess full P&L accountability for all product lines. Create, communicate, and execute 5-year product roadmap for all product segments. Drive and support Lean initiatives within Operations team. Assess laboratory test results of prototype products; collaborate with R&D team members on path forward. Formulate pricing strategies. Negotiate orders and contracts with customers and suppliers. Analyze quality returns and identify root causes to determine countermeasures. Develop and coach product specialists, sales manager, and sales & operations manager, with dotted line management of production value stream manager and R&D manager.
- Increased machining business growth 25% (from $32 million to $40 million) and improved wire drawing die business 22% (from $5.9 million to $7.6 million).
- Developed and executed complete portfolio transformation of PCBN product segment, including launch of 12 new external grades. Increased segment sales 58% (from $12 million to $19 million) in 7 years after experiencing 30% decline prior six years.
- Gross Profit of business segment from 28% to 45% over 7 years. Conducted Voice of the Customer (VOC) and directed competitive internal testing activities to determine portfolio weaknesses.
- Improved quality claim DPM rate by over 60% in 3 years, credited with saving over $40,000 annually on quality claim returns, while improving customer satisfaction and trust. Challenged established root cause and countermeasure methods. Enforced implementation of best practice methods within each process to ensure common methods application by each operator and process throughout cutting shop.
- Slashed quote response time by 80% within first 18 months, ensuring same-day turnaround
- Led effort to partner with large global Japanese tool maker for joint development, convincing tool maker of ability to rapidly develop unique and high performing materials, thus differentiating them from competitors.
- Developed first grade from concept to mass production in 13 months, reported as 250% faster than any previous material development in which they had taken part in over 30 years.
- Achieved grade performance 40% better than market leading material, leading to 2nd JDA starting in late 2019 and 3rd being discussed for 2020.
- Built relationship leading to transfer of $1 million in other adjacent business annually to support business, representing major win.
- Successfully built relationships and developed business in the following countries: Israel, Austria, Portugal, Spain, Canada, Netherlands, Ireland, Croatia, Luxembourg, France, Germany, Poland, Switzerland, CR, Sweden, India, Japan, Mexico, South Korea, China, and Taiwan.
NORTH AMERICA COST MANAGER
HONDA OF AMERICA MANUFACTURING
07.2002 - 07.2011
- Company Overview: North America Manufacturing HQ with four plants in Ohio at nearly 9,500 employees.
- Provided cost management for $2.2 billion division accountable for all new Honda and Acura North America models. Served as project lead for new and model changes. Provided cost management for all new model activity, including development of cost targets and conceptualized strategies to meet goals.
- Assessed and compared theoretical costs with Design Team, achieving 9% cost improvement compared to base models.
- As Stamping Division Cost Down Project leader - Delivered record $47 million annual cost reduction for 2010. Secured 2.5% reduction from key customer, delivering $10.5 million in cost down, a record from single supplier.
- Responsible for managing the largest Honda North American supplier - $500M in annual spend.
- Coordinated kickoff of all new model activity with supply base, including part and tool design concepts. Approved and negotiated new model design changes, reviewed all prototype event part quality submission, and verified supplier production readiness, process quality, and capability.
- Project leader for key plastic components integral to proper deployment of industry first motorcycle airbag (2006 Honda Goldwing).
- Led project transitioning motorcycle wheel assembly to new supplier to address quality and long-term viability issues.
- Served as project lead for all plastic parts development for Honda's first side by side ATV “Big Red”.
Sr. Technical Advisor | Capital Projects Engineer | Skilled Trades Supervisor
DELPHI AUTOMOTIVE
05.1999 - 07.2002
- Responsible for $5M Capital Project implementation that included installation of 7 stamping lines.
- Lead plan wide Preventive Maintenance (1200-person facility).
- Supervisor for 30 UAW skilled tradesman.
Education
Bachelor of Science - Mechanical Engineering (BSME)
THE OHIO STATE UNIVERSITY
Columbus, OHSkills
- Skilled in Microsoft Word, Excel, PowerPoint, and Teams
- Experience with Power BI
- Collaborative team management
- Strategic decision-making
- Strategic delegation of responsibilities
- Interdepartmental collaboration
- Data-driven decision making
- Supplier relationship management
- KPI implementation
- Cost analysis
- Cultivating strong partnerships
Websites
Affiliations
- United Stated Cutting Tool Institute (USCTI)
- European Cutting Tool Association (ECTA)
- American Society of Mechanical Engineers (ASME)
Performance Quotes
- Ken's calm demeanor in times of stress has been impressive and a great example to the team that he leads” – Lynn Sylvain, Director of Indirect Procurement
- Ken works cross-functionally (Sales, Operations, R&D) to drive business results. He is customer focused, but not ignorant of customers' impact on profitability and is willing to challenge the status quo. Ken “gets a lot done” on a day to day basis.” - James Graham Phd. Director of Product Management
- Recognition of your excellent contribution.” - Special Recognition Certificate from President of Hyperion, Johan Israelsson
- Overall Ken is a pleasure to work with. He is very self-sufficient and able to stay on task with the many distractions that are presented in this office. He is a great asset on this team and will be on any team he joins in the future” - Ulka Wilson, Sr. Mgr (Honda North America Purchasing)
- Ken prioritizes what is important, mobilizes commitment from the organization to attack those priorities, and challenges the status quo.” - James Graham Ph.D., Director of Product Management
- Ken has worked hard to quickly develop his skills within a short time in the A2 Stamping group. It is evident as he has been given responsibility for largest supplier to manage, KTH Group.” - Steve Day, Manager, Honda North America Purchasing
Areas of Expertise
- Cross-Function Leadership
- Category Management
- Category Strategy
- KPI Implementation
- Contract Negotiation
- Emotional Intelligence (EQ)
- Business Transformation
- Cost Negotiation
- Joint Development Agreements
- Intellectual Property
- P&L Management
- Strategic Business Planning
- Market Analysis/Research
- Should Cost Modeling
- Business Development
- Lean Implementation
- Forecasting and Budget Administration
- Kaizen Process
- Margin Improvement
- Supplier Development
Timeline
MANAGER – CAPEX SOURCING AND PROCUREMENT ORGANIZATION
ADVANCED DRAINAGE SYSTEMS
09.2021 - 06.2024
GLOBAL PRODUCT MANAGER
HYPERION MATERIALS AND TECHNOLOGIES
07.2011 - 09.2021
NORTH AMERICA COST MANAGER
HONDA OF AMERICA MANUFACTURING
07.2002 - 07.2011
Sr. Technical Advisor | Capital Projects Engineer | Skilled Trades Supervisor
DELPHI AUTOMOTIVE
05.1999 - 07.2002
Bachelor of Science - Mechanical Engineering (BSME)
THE OHIO STATE UNIVERSITY
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