The document is a resume for Tibor Egervary, a senior executive and VP of Marketing. It summarizes his extensive experience leading marketing, sales, product development, and strategy functions for various manufacturing and development companies. It highlights accomplishments like limiting revenue reductions during an economic downturn, increasing add-on sales and margins, and developing new product lines and industry associations. The resume provides details of Egervary's educational background and areas of expertise.

1. TIBOR EGERVARY
62 Overbrook Road, Painted Post, NY 14870-9343
Cell: 607-742-7655 Home: 607-654-7238 Email: tegervary@gmail.com
www.linkedin/in/tiboregervary.com
SENIOR EXECUTIVE / VP MARKETING
Product Development / Market Leader / Sales Management
STRATEGY / CHANNEL DEVELOPMENT / MAR/COM / ADVERTISING
Integrates progressive B2B / B2C expertise in recognizing market status, analyzing
salient data, and creating collaborative business plans that support and contribute to an
organizational vision; driving short-term processes that produce long-term growth; and
applying strategic leadership in industry-leading, people-focused organizations with a
high level of integrity.
• Talented marketing executive and leader - generates creative approaches - exposes
differentiated, strategically significant performance - leads to market premium
• Establishes brand value - drives revenue and organizational performance, especially with
new products and compensation design
• Concurrent business experience and advanced degrees – MBA, DBA (Doctorate of
Business Administration) Marketing (a.b.d.). Traditional and online teaching experience
♦ Concentrated channel activity during market/housing crash to limit revenue reduction by 75%
♦ Increased add-on sales by 75% with a peak of 18% of total selling price
♦ Led crisis manufacturing plan to full production within 60 days vs. 180; stable rationing
allowed gained customer loyalty; back-up plan produced major new customer (+10% revenue)
♦ Implemented market segmentation strategy contributing to 67% unit and revenue growth
♦ Increased high volume leads to sales turnover ratio by 20% within 12-month program
♦ Developed alternate sales channel strategies for $100 million+ division
NOTABLE SKILLS
Incisive market analysis Accomplished brand manager
Business development manager Product line management expert
Persuasive customer champion Proven sales force trainer
Extremely strong communicator Change management driver
Full P&L responsibility Effective, organized business manager
Enterprise leader Experienced executive committee leader
Product researcher and planner Personnel development manager
Marketing/matrix expertise Strategic marketing visionary
RECOGNIZED ACCOMPLISHMENTS
Took leadership of marketing and sales organization for commodity manufacturer. Reorganized
marketing, distribution, branding, product development, and promotions.
Result: Segment revenue and margin growth during market/housing crash.
Initiated and led development of industry manufacturers’ association.
Result: Established industry-wide seal-of-approval program and process certifying products
compliance with industry standards in first 2 years.
Designed a multi-tier, differentiated, ladder-price product offering, including new products, for
large scale customer expecting 50% revenue drop in sales.
Result: 30% unit sales drop kept retailer revenue flat, company increased margin by 5
percentage points with retailer.

2. TIBOR EGERVARY
DETAILED CAREER HISTORY
Ward Manufacturing, LLC, VP Marketing & Sales, Blossburg, PA 2008–2011
(Manufacturer, industrial segments and building materials)
Executive officer position with full P&L responsibility for marketing, sales, customer service,
distribution channel development. Drove new product development process, strategic
marketing, marketing communications, international business and partnerships in Canada, Asia,
UK, and EU, as well as Brazilian market initiative.
• Established policies, practices, & procedures in diverse sales force and nationwide
manufacturers’ representatives selling to wholesale dealers across North America
• Implemented system to capture manufactured products to contribute to production and
new product revenue, replacing purchased products with manufactured products
• Led association and industry representation and policy development (AHRI, NFPA, CPTI)
• Rationalized and modernized ad hoc pricing, selling, and sales promotional systems
• Managed automation of global sales data, processing department, CSR function
• Implemented dynamic, scalable sales compensation system
Compass Point, Ltd., Consultant, Allentown, PA 2007–2008
(M&A research, non-profit merger, marketing program development projects)
Omega Corp., VP Marketing & Sales, Allentown, PA 2005–2007
(Land and subdivision development, community design, residential & commercial construction)
Collaborate with COO in EVP role. Executive committee position with full P&L responsibility for
marketing, sales, customer service, quality functions, and property management. Trained and
managed sales for 6 communities. Charged with shifting culture to align with market conditions,
establishing sales and administration policies, practices, and procedures.
• Restructured branding, promotions & pricing structures, created online strategy &
presence affecting several regional communities and overall brand
• Constructed compensation program to shift sales personnel behavior
• Designed and sourced training program for sales force
Valley Forge Corp., Dir., Marketing & Sales, Womelsdorf, PA 1999–2005
(Multichannel manufacturer & marketer: consumer products; textile, flag, and decorative products)
Leading company goals, integrating full P&L responsibility for product development, planning
and portfolio management, sales, major account strategy, and compensation development.
• Drove new product sales and global sourcing from 0% to 20% of overall revenue
• Increased revenue margins during period of SKU rationalization and unit decline
• Aligned company, competitors, and vendors to form industry association
The Stanley Works, Allentown, PA 1985–1999
Marketing / Communication / Analyst / Strategy
(Manufacturer: material handling, storage and automated systems, tools)
VarCom Communications, Allentown, PA 1983–1985
Vice President, Operations
(Marketing, communications, PR: product design, licensing, packaging, POP strategy)
Merling, Marx & Seidman, New York, NY 1979–1983
Assistant Vice President, Client Services
(Marketing firm: product design, licensing, packaging, POP & channel strategy)
CREDENTIALS
DBA, Marketing (a.b.d.), Nova Southeastern University, ~1999
MBA, Marketing, De Sales University, 1994
BA, English Studies, Allentown College of St. Francis de Sales, 1977
Professional Training: Problem Solving; Statistics; Teams & Facilitation; Sales, 1988–1990;
AMA Distribution Management, 2000; Accountability Management, 2011

3. TIBOR EGERVARY
EXEMPLARY ACCOMPLISHMENTS
Ward Manufacturing, LLC faced a commodity environment and an oncoming crash in its
primary housing marketplace. By focusing sales efforts on specific channel
segments, the largest segments were limited to 8% reductions in the 2008–2009 period
vs. 36% reductions in other segments.
Concurrently, a new product initiative to identify and produce existing products for new
applications led to thermal solar, geothermal, and other industrial applications.
U.S. representative on executive management board of EU partnership for OEM
distribution, expanding from 1 country to 6 within 3 years.
Manage introduction of international product sales to provide more competitive position
for distribution channel, resulting on ~23% margin increase at the manufacturer
representative level on new business.
Omega, Inc. provided low to mid-market single and multi-family housing in medium to
large regional development. Consistently sold-out communities frustrated customers. An
aggressive program of branding and pricing upgrades, coupled with simplification of
complex option selections led to a 75% increase in add-on sales. Targeted price
increases in all communities slowed sell-outs and increased margin significantly.
During my tenure at Valley Forge Company, the market’s organic demand was stable
and slowly fading, with an unpredictable spike about every 10 years. 9/11 provided that
spike during in this period. My ad hoc design for product rationing across three channels
resulted in well-informed customers, evenly distributed product, and a net gain of
customers, and was used for 2 more years after 9/11.
An ambitious project to create a “new-to-the-world” product involving required
inconsistent, poorly distributed, and variably duplicated color on a textile, clearly opposite
to traditional performance. This aging process created striking antique characteristics.
With new-to-the-category, high-end packaging, a simple cotton product that languished at
under $25 retail suddenly sold out at $60 and higher. Along with competing “me-too”
products, 2.5% of brand new industry revenue was realized with margin increases
reported in the double digits for all manufacturers.
As the #2 firm in the industry, a new web-based service resulted in a robust, useful,
narrowly focused tool that benefitted 3 out of 4 sales channels and boosted competitive
standing in all channels. By pushing customer-specific pricing and delivery information
through the web, nonessential calls to customer service lines were reduced, speeding
transactions for 2,500 commercial customers. A consumer interface also provided a
zip code based referral system that sent web visitors directly to commercial dealers and
retailers, complying with their commercial requirements.
While with The Stanley Works, a $60 million division grew to $100 million in 6 years
due to a market segmentation and product application process I implemented. Using
high-performing and high-intellect field marketing personnel, individual market segments
were identified, managers trained in marketing and sales programs, and promotional
strategies put into place for multiple market segments such as healthcare, automotive,
construction equipment, military, microelectronic distribution, and manufacturing.
Later, my market analysis supported the strategic acquisition of an automated material
handling firm. The new entity was known as the industry leader within 12 months and
had produced an additional 12% of revenue for the acquiring division.

4. TIBOR EGERVARY
PUBLICATIONS AND WHITE PAPERS
Facility Care Compliance Management for Healthcare Operations, “Designing Storage for
Healthcare Facilities,” Focus on Design, September, 1997.
AFE Facilities Engineering, “University Adopts Industrial Storage Solutions.” with Don Kuhrt,
July/August, 1997.
Proceedings of the Marketing Management Association, “A critical summary of new
industrial product literature,” Spring Conference, Chicago, IL, 1996. Doctoral publication
achievement.
Columnist, “Advertising Manager’s Desk,” Deadline, monthly publication of Business
Marketing Association, Philadelphia Chapter.
Charter Columnist, Out ‘n About Magazine, lifestyle magazine.
New Product Success Factors in Fortune 1000 Firms, Doctoral Dissertation in Process,
Nova Southeastern University.
Correlations between firm and employee behavior in new industrial development
processes, construct development and literature search, doctoral thesis work, Nova
Southeastern University, 1999 - current.
Five stages of employee commitment and behavior, construct development and literature
search, with Lynn, Daniel. Unaligned professional research, 1999.
National Technology Improvement Act of 1996: an analysis and recommendation, doctoral
work in public policy, Nova Southeastern University, 1996.
The XXXXXXX Works, a Strategic Plan for Wall Street, doctoral work in management
strategy, Nova Southeastern University, 1996.
Summary and critique: Managing Assets & Skills, the Key to Sustainable Competitive
Advantage, David A. Aaker, doctoral work in brand equity, Nova Southeastern University,
1996.
Summary and critique: Experimental test of an Emotion-Based Approach to Fitting Brand
Names to Products, Mehrabian and de Wetter, doctoral work in brand equity, Nova
Southeastern University, 1996.
Indications of Brand Decay, doctoral work in brand equity, Nova Southeastern University,
1996.
The Not-So-Great Atlantic & Pacific Tea Company, an Analysis of Long Term Market
Share, doctoral work in brand equity, Nova Southeastern University, 1996.
Information Technology’s Role in the Product Development Process, doctoral work in MIS,
Nova Southeastern University, 1995.
Team building practices in learning organizations, doctoral work in organizational behavior
and human resources, Nova Southeastern University, 1995.
Links Between Firm and Individual Behavior in New Product Process, an exploratory paper,
doctoral work in organizational behavior and human resources, Nova Southeastern
University, 1995.
Factors in New Industrial Product Successes, doctoral work in marketing management and
research, Nova Southeastern University, 1994.
Ignore at your own peril: Buick Reatta Case Study, doctoral work in marketing management
and research, Nova Southeastern University, 1994.
Using Forward Integration to Capture Downstream Efficiencies in Soft Drink Bottling,
Unpublished Masters Thesis, College of St. Francis de Sales, 1993.