Entrepreneurial Turnaround Business Executive with skills in private and public firms.

1. Scott A. Bean
Spring, Texas  201.509.2271  scottabean68@gmail.com
Vice President ~ Sales & Operations
Delivering sustained, double-digit sales, revenue and profit growth through
focused, strategic workflow and business practice analysis
Accomplished Turnaround Business Executive with strong strategic
planning, business development, sales management and process
improvement coupled with team building, and location integration.
Experience in developing solutions and implementing controls for front-
line daily management to increase accountability throughout the
organization. Collaborative leader with motivational style that propels
performance and sustains accelerated growth through Lean and Six
Sigma execution.
 Strategic Planning & Execution
 P&L - Budget Management
 Sales Management
 Business Development
 Lean/Six Sigma Black Belt
 Quality Management (ISO)
 Supply Chain Management
Professional Experience and Accomplishments
ARGO TURBOSERVE CORPORATION-Lyndhurst, New Jersey ((http://www.argointl.com/) 2014–Present
A $50MM diversified distributor, manufacturer and service company with key product lines (Flowserve, General Electric,
Danfoss and LG) focused on Oil and Gas markets within Houston. Nine locations in the Americas (Canada, LATAM, Portland,
Houston, Gillette, New Orleans, Miami, Somerset). Argo International a wholly owned subsidiary of Argo Turboserve Corp.
(http://www.argoturbo.com/) – a $500MM privately held company.
Vice President Sales & Operations (2015–Present) | $48 million annual budget | 78 direct reports
Lead high performing teams across varying regional locations to deliver a double-digit growth, implementation of SalesForce
leadership tools (SFDC, IIR, Customer Visits, Lunch-n-Learn) practices to diversify market segments. Implemented and Fostered
Bookings forecast process for improved financial reporting. Organized Strategic Planning process to support action plan and
countermeasures for individual accountability.
• Delivered $5 million (12% YOY) revenue growth and $1 million profit from new customers by creating and implementing a
sales management process while diversifying the organization
• Realized additional $2 million incremental revenue by implementing strategic plans for diversification and growth in O&G
markets using complimentary products through increased Service & Repair solutions
• Supported $10 million bookings growth by using consistent communication practices for Project Management and effective
sales funnel creation
• Achieved $2 million in reduced costs during the transition of a Center of Excellence model by creating a cultural change
within the organization to allow cross-location information and resource sharing
• Developed and Launched Salesforce.com to lead weekly sales forecast and planning processes
• Improved customer support by appraising divisional inside and outside sales skills assessments
• Standardized processes through Kaizen and strategic planning
• Member of the Information Technologies Steering Committee; Vendor Relationship and Vendor Management Team; Senior
Staff; and Corporate Executive Council (CEC)
Vice President, International Operations (2014–2015)
Capitalized on broad business background of customer to cash expertise to drive a distribution and service-based organization
with full P&L, strategic planning, sales, customer service, pricing, engineering, operations, supply-chain, field service, and
logistics to deliver a lean process-driven environment. Managed approximately 40 direct and indirect reports across one North
America, five India, two Far East, and three Europe facilities. Oversaw all operations and strategic process improvements.
• Increased profits $2MM (5%) through staff management, re-organization, and expanding roles and ownership
• Implemented ISO certification for international locations on two continents
• Standardized quoting and follow-up across International Locations
• Reduced lead-time by 2-weeks (10%) through shared resources and process Kaizen strategies
• Divisional Information Officer to drive improved systems support

2. Scott A. Bean
Page 2 of 3  Spring, Texas  201.509.2271  scottabean68@gmail.com
REXNORD INDUSTRIES-Milwaukee, Wisconsin (http://www.rexnord.com/) 2005–2014
Process Motion and Control division, manufacturer of gearboxes, couplings, bearings, Industrial Chain, Beverage Chain with
Service and Repair capabilities. Rexnord is a $2B public company with direct sales and distribution channels.
General Manager | $45 million annual budget | 35 direct reports
Full strategic planning, sales and Marketing, P&L, business development, and operations leadership. Oversaw Rexnord Business
System training (RBS) built off Toyota Production System along with the Danaher Business System (DBS), Customer Service,
Supply Chain Management, ERP System Integration, and Business Change Management (SAP).
• Delivered $5 million bottom-line sales with 10% improvement of gross profit dollars. Used key team members to share
resources, removed silos and functional controls to allow employee self-direction and control
• Realized $500,000+ in improvements by implementing Kaizen process improvements
• Delivered new ERP 60-days ahead of plan and 20% below budget by developing integration plans
• Slashed $13 million (25%) from inventory by implementing Kanban, VSM, and other Lean Tools
• Achieved 16-day reduction in lead time while improving OTD by implementing vendor management scorecard
• Reduced LT from 26-weeks to 20-weeks (20%) over three years sustained with ISO documentation
• Implemented Daily Management across all locations to drive adherence to key metrics, resulting in obtaining This ISO 900
certification in 2014
• Consolidated Customer Service through improved Call Center implementation
• Divisional leader for Strategic Deployment and Annual Improvement Priorities
• Direct Reporting for cross-functional teams across Americas
HONEYWELL INTERNATIONAL-Freeport, Illinois (https://sensing.honeywell.com/) 1994–2005
A multi-national business with divisions based across the world. Honeywell Sensing and Control is based in Freeport, IL and
provides switching solutions to Automotive, Aerospace and Industrial businesses. Honeywell contains in-house manufacturing
coupled with Plastic Molding, Plating as well as Assembly operations.
Product Marketing Manager | $20 million annual budget | 12 direct reports
First Certified Six Sigma Black Belt within Honeywell Sensing and Control. Operational lead for three Mergers/Acquisitions
where machinery, personnel, and product moved across the US, Mexico, and China. Learned Operational Finance along with
cultural nuisances to drive successful projects on time and below budget all three times. Allied Signal and General Electric due
diligence team along with operations representative for acquisitions and plant consolidations. Full ownership of Supply-Chain,
Quality, Manufacturing and Assembly operations.
• Contributed $500,000 annual cost savings by utilizing Six Sigma Black Belt and Lean Master tools
• Developed and trained Six Sigma and Lean Green Belt courses delivering improved costs and decreased waste
• Increased Production by 20% utilizing Manufacturing Engineering skills in Plating, Plastics and Assembly operations
• Realized 30% reduction in OSHA incidences, reducing premiums $250,000
• Achieved 50% reduction in lead-time requests two consecutive years
• Reduced precious metals inventory 60% with Six Sigma and Lean improvements
• Decreased wastewater flow from plant 50%
• Developed and deployed standardized Global Pricing
• Developed Move Plans (MS Projects), Due Diligence documents and Action Registers to track team progress for M&A
CHEM PROCESSING-Rockford, Illinois (http://www.chemprocessing.com/) 1992–1994
Privately held metal finishing and powder coating company with local ownership. Focused on variety of metal finishing from
Manufacturing Chrome to Decorative Chrome. Company offers anodizing as well as all levels of metal finishing capabilities.
Lab Technician | $2 million annual budget | 6 direct reports
Developed new plating bath compositions still in use at the facility today.
• Increased production from 35 pcs/hour to 50 pcs/hour and reduced lead-time from 12-weeks to 9-weeks
• Realized $1MM increase in first year sales and $1.5MM increase in second year sales
• Received AESF Certification. Grew in experience within the lab and new finishing processes

3. Scott A. Bean
Page 3 of 3  Spring, Texas  201.509.2271  scottabean68@gmail.com
Education and Certifications
UNIVERSITY OF ILLINOIS Bachelor of Science, Biology
Cognate - Business Administration
HONEYWELL/ALLIED SIGNAL Six Sigma Black Belt Certified
NATIONAL ASSOCIATION for SURFACE FINISHING Certified Electro-Finisher (CEF)