William M. Klinowski...
11830 S. Pittsburgh Ave. • Tulsa, OK. 74137 • (918) 892-3268 • bklinowski@sbcglobal.net
Senior Sales and Marketing Executive with demonstrated success in consistently surpassing
business/financial metrics, developing teams into top producers and securing lucrative, multi-year
contracts with major accounts across all industries. Equally adept at managing key clients,
geographic territories, product specialties and channels to market. Executive leader who brings
insights, innovation and credibility in devising and executing strategic plans that attain market
leadership and customer satisfaction, while increasing revenues every year. Establishes policies,
procedures and processes for maximizing sales efficiency and focus, resulting in high-yield customer
penetration. Exceptional negotiation and closing ability. Persuasive communicator skilled at
prioritizing and deploying resources for the right opportunities. Strong general management and
P&L expertise. Select accomplishments:
 Consistently achieved annual operating plans generating $100M+ in revenues.
 Increased revenues and EBIT respectively YoY from 2012 through 2014.
 Successfully merged five separate heritage businesses under the GE umbrella.
 Grew revenues from $460K to $1.3M in two years in the special hazards fire protection market.
 In 2009, planned and executed the relocation of Company Operations to improved strategic location.
 Rated as “top talent” at GE for three consecutive years.
Skills that Deliver Bottom Line Results
 Annual and Strategic Planning
 Policy Goal Deployment
 P&L Analysis/Budgeting/Financial Reporting
 Sales and Marketing Leadership
 Technical Sales Management
 Competitive Analysis and Positioning
 Implementation of LEAN Principles
 Strategic Alliances/Partnerships
 New Product Launches
 Team Building and Leadership
 Resource and Talent Optimization
 Contract Management and Negotiations
A Career of Achieving Revenue and CONSISTENT Market Growth
TWG, Jenks, OK 2012 – 2016
Manufacturer of industry-specific winches, hoists, gear drives and monitoring electronics for energy, infrastructure and recovery markets
worldwide
V.P. SALES & MARKETING
Executive member of the management team responsible for directing the development, operation and
administration of all global sales and marketing activity for OEM and distributed products, as well as product
management, market research and other related commercial functions. Accountable for creating and
implementing the tactical and strategic initiatives needed to achieve sustainable annual year-over-year growth
measured by revenue, market share and profit.
 Executed a highly segmented pricing model to capture additional profits through strategic pricing initiatives
achieving $4.8M in price realization in 2014 and $2.9M in 2015.
 Performed competitive analysis by product, customer, and segment to identify sources of competitive
advantage improving market position and acheiving an incremental $6M in “share-gain” revenues.
 Through continuous imoprovememt/LEAN efforts, implemented a Tiered Pricing Program for our N. American
Distribution channels to direct and prioritize mutual efforts and ensuring alignment of TWG’s vision for growth.
Increased revenues by $820k in 2014 and $670k in 2015.
 Restructured the Inside Sales Department to move away from a “call-center” model to a “customer-centric”
organization aligning the department with the Companies vision for application intimacy and increasing
Customer Satisfaction Net Promter Scores by 10%+ over a two year period.
 Successfully completed the Dover Executive Leverage and Leadership Academy (DELLA) and Hoshin Kanri
Training for the LEAN Enterprise.
STRATEGIES THAT INCREASE REVENUES AND MARKET SHARE

William M. Klinowski Page 2
Bermad, Inc., Houston, TX 2008 – 2011
Leading manufacturer of hydraulic control valves and management systems for the waterworks, irrigation and fire protection markets
PRESIDENT
Bermad sought a leader with large-company experience to inject new ideas and establish new processes and
metrics to change course.
Crafted corporate vision, as well as operations, sales and marketing strategies based on thorough company,
competitor and customer analysis. Developed annual forecasts and budgets and created performance
dashboards and metrics for monitoring achievement of revenue and cost containment objectives. Re-staffed
organization with top talent and created environment driven by continuous improvement. Led periodic financial
reviews and advised leadership on financial and other adjustments required.
 Increased 2011 revenues by 28% over previous year.
 Improved Order to Remittance Cycle Time from 15 days to 10 days.
 Achieved 6% decrease in COGS.
 Grew revenues from $460K to $1.3M in two years in the special hazards fire protection market.
 Improved inventory controls and accuracy from below 80% to 93% accuracy.
 Increased 2010 revenues by 12% in the waterworks sector via a more focused segmentation model.
 Played key role in securing private label agreements worth $2.5M annually with two turf and landscape OEMs.
 Increased overall revenue by reducing manufacturing representatives and adopting a direct sales model.
 Led company’s relocation efforts from Anaheim, CA to Houston, TX.
General Electric, Houston, TX 2005 – 2008
A globally diversified technology, financial services and media company that operates in more than 100 countries and employs ~ 300,000
people worldwide
GLOBAL ACCOUNT MANAGER, OIL AND GAS - SENSING AND INSPECTION TECHNOLOGY (2007 – 2008)
Company, which was set up by Poles (the Americas, EMEA and Asia), recognized the need to share best practices
and leverage the company’s success globally with new and existing strategic accounts.
Managed a global commercial team of direct and indirect reports and supported regional managers in
penetrating key oil and gas accounts. Developed and cultivated C-level partnerships in and outside of GE to better
target accounts and to create up-selling and cross-selling opportunities for GE. Conducted comprehensive analysis
of market conditions, competitor strategies and industry trends to drive real-time feedback and product, sales and
strategy improvements.
 Achieved operating plan and generated $100M in revenue for targeted accounts.
 Landed GE on approved vendor list of three major entities (ExxonMobil, Shell and CB&I).
 Successfully negotiated LTA framework agreement with Aker Kvaerner Subsea for the supply of the PTX400
sensor with an initial estimated annual revenue of $1M.
 Spearheaded the strategic initiatives with Foster Wheeler to test and evaluate GE’s (BWT) technology for coker
furnace feed applications on the BP, Whiting IN delayed coker project.
CENTRAL REGIONAL SALES MANAGER – INFRASTRUCTURE SENSING (2005 – 2007)
After acquiring five heritage businesses, each with different processes and practices, company needed to instill the
GE values and brand into this newly formed Infrastructure Sensing division.
Led efforts to homogenize five disparate companies, including standardizing sales and other processes, instilling the
GE brand and creating a unified sales team. Developed innovative short- and long-range marketing and sales
strategies to expand customer portfolio and to maximize profitability. Produced monthly sales forecasts, annual
operating plans and performance metrics to monitor success against objectives.
 Successfully merged five separate heritage businesses under the GE umbrella.
 Consecutively achieved 100%+ of operating plan, representing 20% growth over previous year.
 Generated $2.8M in sales through effective sales strategies around the TCEQ/HRVOC flare emission regulation.
 Secured $2.04M in contracts by identifying underserved liquefied natural gas market and leveraging GE
Energy’s relationships with several key EP&C firms.

William M. Klinowski Page 3
 Rated as “top talent” for three consecutive years and nominated to attend GE’s Sales Leadership Conference.
 Successfully completed the Accelerating Leadership Performance (ALP) Training and Management
Development Course (MDC) at the John F. Welch Leadership Center in Crotonville NY.
S.A. Comunale Co., Inc., Pittsburgh, PA 2002 – 2004
$8M fire sprinkler construction business
BRANCH MANAGER
With the construction side of the business declining, company needed strong sales leader to reignite sales and
implement lean practices and performance metrics to fully analyze the branches performance and facilitate EBIT
improvement.
Directed turnaround of construction business and achieved profitability targets by developing disciplined bidding
approach that matched proposed projects with company’s distinctive core competencies and by creating
competitive barriers. Managed P&L, budgeting and forecasting, account management, job costing, project cost
analysis and contract negotiations. Led sales team in sales plan development and execution.
 Achieved 121% of annual sales budget (FY03).
 Increased service sales by approximately 15%.
 Enhanced company visibility and brand awareness in local construction community by delivering “lunch-box”
workshops for local authorities and general contractors.
 Implemented a cost reporting program to better track, measure and analyze project performance.
 Established relationships with local architects and engineering firms that ensured the S.A. Comunale Co. was
considered a “Contractor of Choice” for future projects.
Tyco International, Ltd., 1991 – 2002
A highly diversified global manufacturing company and leading provider of security products and services, fire protection and detection
products and services, valves and controls and other industrial products
DISTRICT GENERAL MANAGER – SIMPLEXGRINNELL, Strongsville, OH (2001 – 2002)
Directed all functions of the fire protection business segment, including sales, marketing, design, installation and
administration. Assessed core competencies, competitors and ideal customers and developed targeted market
development strategies.
FIRE PROTECTION MANAGER – GRINNELL FIRE PROTECTION, Youngstown, OH (1999 – 2001)
Selected from Tyco’s leadership program to manage $1.5M service operation. Identified new market opportunities
that drove market expansion and revenue/profit growth. Consistently grew sales more than 10% for two years,
surpassing corporate EBIT expectations. Added $225K in annual revenue from new service offerings.
MARKETING MANAGER – HERSEY METERS, Cleveland, NC (1996 – 1998)
Revised sluggish sales growth of $25M industrial/residential water meter manufacturer. Analyzed existing product
competitiveness, expanded product portfolio and determined strategic distribution channels and market pricing.
Generated 6% gross margin increase on a former loss leader and a $210K revenue gain.
INSIDE SALES MANAGER – MUELLER COMPANY, Chattanooga, TN (1992 – 1996)
Developed and executed sales programs that supported corporate growth and pricing initiatives. Managed key
distributor relationships. Served as liaison between production and field sales and as integral member of design
team on several new product launches. Managed quotations and customer service department.
ENGINEERED SALES REPRESENTATIVE – GRINNELL SUPPLY SALES, Lincoln Park, NJ (1991 – 1992)
Chosen from a select group of degreed candidates to enroll in Tyco’s fast-track management training program,
gaining extensive exposure to manufacturing, fire protection and industrial products. After completion of four
rotations, assumed account management and new business development role for the marketing of high
performance actuated valves, fire protection and HVAC products.
Education
MBA, Kent State University, Kent, OH - 2002 BS, Marketing, Seton Hall University, South Orange, NJ - 1991