RICHARD F.

BROO
The Woodlands, Texas 77382 • 248.760.6564 • richardbroo@richardbroo.com

Strategic Marketing Executive with extensive experience in providing solutions for product
branding and management, new product development and introduction, marketing program and
commercial team leadership. Known for being a creative, results-driven leader that exceeds
customer expectations by utilizing a strong entrepreneurial spirit and a focused approach to
driving customer advocacy. Proven success in driving growth in sales revenue, profit and market
share. Skilled at interacting with all levels of a clients organization to identify, validate and close
new business. History of creating, leading and motivating high energy commercial-technical
teams to achieve growth goals. MBA with concentration in marketing. Will travel extensively.

Product Management New Product Development New Product Introduction

Product Rationalization Pricing & Profitability Analysis Product Quality
Leadership
Supply Chain Optimization Competitive Benchmarking Marketing Program
Leadership
Commercial Team Leadership Contract Negotiation Staff Training &
Development

PROFESSIONAL EXPERIENCE

Hexion Specialty Chemicals, Houston Texas

2009 - Present
Business Director-Americas – Recruited to revamp the Americas sales and technical team ability to
generate profitable sales growth. 12 direct reports
• Sales & Technical Team Leadership: Revamped sales team territory coverage plan for
improved operational efficiency and reduced operational costs. Re-established distribution sales
team to concentrate on optimizing sales through distributors. Upgraded technical team by hiring
more experienced talent.
•
Growth Plan Execution: Implemented bi-weekly target and opportunity reviews that included all
company functions to keep business focused on identifying, validating and closing new business.
Implemented quarterly reviews with upper management to engage them into the growth plan.
• Operational Excellence: Created and lead team to develop new guidelines for manufacturing
lead-times and
customer service aimed at reducing order fulfillment issues.

QUADRANT PLASTIC COMPOSITES, INC., Northville, MI 2004 – 2009

Business Development Manager — Recruited into start-up venture to help develop, manage and
produce company’s thermoplastic composite product line in North America. Promoted to President of the
North American Board of Directors to diversify the North American business.
•
Product Line Management: Directed design, testing, and validation of new thermoplastic
composite product line to meet international automotive OEM performance standards for interior
trim applications. Managed introduction, validation and specification of product line at North
American automotive OEM’s.
•
Business Development: Generated $750,000 in new business in 2008 and $2.5 million in 2009.
Projected 2010 sales revenue of $4.5 million.
•
Board Leadership: Annual sales growth for 2008 and 2009 achieved without exceeding
operational budgets. Diversified company into building and construction and recreational vehicle
industries.

ASAHI KASEI PLASTICS AMERICA, Fowlerville, MI 2002 – 2004

Sales & Marketing Director — Hired to help introduce, validate and manufacture new PPO
thermoplastic resin technology into the North American automotive market. Five direct reports.
 •
Product Line Management: Lead product strategy team to assess company’s PPO technology and
its competitive positioning for the North American market.
•
Competitive Analysis: Oversaw competitive benchmarking and pricing analysis activities.
Developed a new product development and introduction strategy to differentiate products by
exploiting competition weaknesses
•
New Product Development and Introduction: Led introduction of PPO thermoplastic resins for
automotive exterior body applications resulting in $5.5 million in new business at 40% contribution
margin within first 16 months of introduction.

RI CHARD F. BROO Page Two

OWENS CORNING CORPORATION, AUTOMOTIVE GROUP, Novi, MI 2000 – 2002
Business Manager, General Motors Corporation — Challenged with re-establishing company as a
preferred supplier of raw material solutions for automotive structural and interior applications. Sold raw
material and engineering services to General Motors Tier Supplier base in advance of new vehicle platform
launch.
•
Program Management: Co-lead GMT900 Composite Pickup Box Program from initial design to
production launch resulting in award of $20 million in new business and launch of new glass fiber
technology. Responsible for coordinating deliverables with GM, Tier Supplier base and with other raw
material suppliers on program.
•
Contract Management: Sold $3 million in engineering services to GMT900 Tier Supplier to design,
prototype and validate part performance..

BLACK & DECKER AUTOMOTIVE, Chesterfield, MI 1998 – 2000

Vice President of Sales & Marketing — Hired to turn around company with declining annual sales,
high staff turnover, and disorganized product management team. 38 direct reports.
•
Sales & Marketing Leadership: Hired new sales talent with application development experience,
fired or reassigned low performers, reassigned accounts and territories for more efficient coverage,
facilitated improved collaboration with engineering and product management to generate 10%
increase in sales within 12 months.
•
Operational Excellence: Rewrote job descriptions to clarify group and individual work roles.
Restructured product management to mirror more successful European group opening up global
communication on product development, technology transfer and reducing new product cycle time
to market by 30%.
•
Staff Training & Development: Initiated product training program for all sales, marketing,
product management and customer service personnel to improve customer satisfaction issues with
employee product knowledge.

ARGENT AUTOMOTIVE SYSTEMS, Novi, MI 1997 – 1998

Sales & Marketing Manager — Hired to assist family-owned company to aggressively grow business
and to resolve structural issues impacting its ability to achieve growth. 10 direct reports.

•
Commercial Leadership: Grew business 15% in 12 months by creating a sales budget that included stretch
growth goals for each sales person. Initiated biweekly target and opportunity reviews to keep all
personnel f
focused on driving growth.
•
Operational Efficiency: Created job descriptions for direct sales and manufacturer’s
representatives that clarified
 job responsibilities. Reassigned sales representatives to a defined set of accounts or a territory to
reduce account
coverage redundancy and cost of sales. Contracted manufacturers representatives to cover
accounts outside of the
Michigan, Ohio area.
•
Training & Development: Enlisted assistance of company raw material suppliers to conduct
monthly product
training sessions for all sales, customer service and administrative personnel to improve their
knowledge of
product lines sold by company.

GENERAL ELECTRIC PLASTICS, Southfield, MI 1983 – 1997

Automotive Marketing Manager, Silicones Division (1993 – 1997) — Promoted to turn around
Automotive Silicones Group that was declining in market share and annual sales. 7 direct reports.
•
Sales & Marketing Leadership: Reassigned low performers, hired technically orientated sales
talent and established an advanced marketing team to develop new business targets in advance of
OEM vehicle launch.
• Product Line Management: Redirected team to sell and market higher margin products that
differentiated company from competitors. Collaborated with headquarters product technology team
to develop products that competition could not due to lack of core competency.
• Contract Negotiation: Negotiated three year contract with General Motors with built in price
increases netting
over $25 million in increased sales revenue per year. Contract included productivity cost savings
clause
guaranteeing General Motors $100 million in cost savings over life of agreement.
• Technology Stewardship: Added $250,000 of new equipment to automotive technical center to
provide
customers a resource to conduct application development studies.

RI CHARD F. BROO Page Three

Manager of Product Commercialization, Mt. Vernon, IN (1991 – 1993) — Assigned to largest
manufacturing operation to design and implement a process to reduce new product development cycle
time and cost, to document process for QS900 approval, and inject voice of the customer into process. 9
nine reports.
•
New Product Development & Introduction: Developed, validated and implemented a
standardized new product development process that reduced cycle time to market by 25% and cost
to develop new products by 15%. Process used stage gate reviews to insure voice of customer was
driving project, as well as, to focus required resources on project deliverables.
•
Voice of the Customer: Engaged customers directly into new product development and
introduction process by creating a statement of work at beginning of project capturing project goals
and deliverables. Used statement of work at each phase of project to validate customer expectations
were being achieved.
•
Product Line Management: Introduced six new crystalline polymer and five new polycarbonate
resins worth a total of $35 million in sales to new business in first year after introduction.
•
Process Development: New Product Development and Introduction Process achieved QS9000
approval and was adopted by all GE Plastics manufacturing sites in one year.
 Crystalline Product Manager, Automotive Markets, Pittsfield, MA (1989 – 1991) — Promoted to
headquarters product management team to optimize automotive crystalline product portfolio for improved
profitability and, competitive differentiation.
•
Product Line Management: Saved company $2 million annually by eliminating low volume/low
profit products.
•
New Product Development and Introduction: Lead development, validation and launch of a
revamped crystalline polymers product line that exhibited greater than 95% first pass manufacturing
yield and $10 million in incremental sales during first year of introduction.
•
Marketing Leadership: Increased North American market share for crystalline polymer product
line from 50% to 70% by introducing revamped product technology offering better productivity and
part performance versus competition.

Manager, Process Development Group, Southfield, MI (1988 – 1989) — Appointed leader for all
technical services including CAE, paint and coatings and field based customer service. Chief liaison with
automotive OEM and Tier Supplier upper management for major projects. 14 direct reports.
•
Technical Leadership: Decreased response time to resolve customer technical issues to less than
one day from two days by assigning field based customer service engineers to accounts. Averted a
$25 million automotive OEM recall by leading team to find root cause of part failure and proving
failure was not related to GE Plastics.
•
Profit Generation: Improved profit of automotive group by decreasing operating costs 25%
through better deployment of resources.
•
New Business Development: Played key role in launching the GM Saturn vehicle platform
capturing over $20 million in sales to new business.
Earlier GE Plastics positions include Program Manager for Process Programs, Headquarters
Program Specialist/Underhood Programs, and Field Market Development Specialist.

EDUCATION
WESTERN MARYLAND COLLEGE, Westminster, MD
BA, Economics/Business Administration
WALSH COLLEGE, Novi, MI
MBA, Concentration in Marketing

LANGUAGES
Working knowledge of Spanish