Michael Hawes
Chemical engineer with Graduate diploma in Marketing. 25 years of successful track record in broad General Management roles, with focus on marketing and business development, across Asia, Pacific and US, now transitioning into clean tech.
| Headline: | Entrepreneur |
| Industries: | Cleantech |
| Skills: | Business, Chemical Engineering, Engineering, Entrepreneurship, Leadership, Management, Marketing, Negotiation, Sales |
| Groups: | Ignite Clean Energy (ICE), Imagine H2O - Please Register at link below, Imagine H2O 2011, [INACTIVE] Imagine H2O |
| Interested in: | Brainstorming, Consulting opportunities, Finding business partners, Finding cofounders, Finding engineers, Finding team mates, Meeting new people, Professional opportunities, Promoting my startups, Raising money, Recruiting for my startup |
WORK EXPERIENCE
| Employer: | Wave Water |
| Position: | Technical Advisor |
| Time period: | December 2008 - June 2009 |
| Description: | Wave Water produces fresh water from sea water by using wave power. |
| Employer: | Cuno Incorporated, subsidiary of 3M Company; Meriden, CT & Australia |
| Position: | Strategic Marketing Director/V.P. Worldwide Water Group |
| Time period: | December 2004 - March 2008 |
| Description: | A $500 million multinational designer, manufacturer and marketer of filters for purifying drinking water and other liquids serving diverse industries.(Cuno was acquired by 3M Company in 2005).
Transferred to the U.S. following acquisition by 3M to lead the Water Group division with US $220 million in annual sales in the U.S. and abroad. Senior Sales and Marketing Executive responsible for developing strategic plans, setting sales and marketing strategies, business development, and direction for R&D department. Managed 13 to 59 sales, marketing, product management and administrative professionals. Led sales teams of three market sectors through three sales managers. Owned high-level relationship management and multi-year contract negotiations with largest customers, including Whirlpool/Maytag, GE, Samsung, LG and Kemflo. Member of New Products Committee and Strategic Marketing Product Program Committee. - Challenge: Restore relations with a major customer (Whirlpool) and save the account. Actions: Initiated meetings with customer senior management, proposed corrective action plans, and negotiated a revised business contract. Results: New contract is worth nearly US $250 million through 2013 and CUNO remains the largest supplier of water filtration components, and preferred technology partner. - Challenge: Salvage 2 largest accounts ($14 million) in Korea (Samsung, LG) following exit of Korean staff. Actions: Traveled to Korea, led negotiations of new contracts, and supported 3M Korea team in managing product supply and service levels. Results: One contract was signed and second was on track for completion. - Challenge: Increase product launches to the residential market. Actions: Opened communication channels and turned around relationships between marketing and technical departments. Instituted new product development program with clearly defined objectives and action plans. Results: Two major new products were launched within a year (one had been stalled for 4 years). |
| Employer: | Cuno Pacific Pty. Ltd. |
| Position: | General Manager – National Sales & Industrial Marketing Manager . |
| Time period: | December 1991 - November 2005 |
| Description: | General Manager – Cuno Pacific Pty. Ltd. (1993 to 2005)
National Sales & Industrial Marketing Manager – Cuno Pacific Pty. Ltd. (1992 to 1993) Joined company as Sales and Industrial Marketing Manager and advanced within 8 months to division General Manager, which included the largest filter manufacturing facility in Australia. Sales in Australia grew from US $10 million to US $36 million during tenure. Managed P&L for business in Asia and Pacific. Established manufacturing operations in Shanghai and grew sales throughout Asia on average 19% annually for 8 years. Developed strategic, operating and marketing plans. Directed Australian team of 155 (grew from 75) selling filters for industrial processing and drinking water direct as well as through distributors and retailers. Direct reports included Financial Controller, 2 Marketing Managers and factory Operations Manager. Oversaw HR matters. Initiated, led and executed the acquisition of three competitors in Australia—all three were financially and strategically successful, contributing to the company’s growth. - Challenge: Dramatically increase company’s sales and market presence in the highly competitive retail/household markets. Actions: Developed new products with attractive packaging and point-of-sale promotional materials with a dedicated reseller program including intensive reseller training and support. Results: Sales of potable water filters increased from US $2.5 million to US $14 million and CUNO became the clear market leader in Australia. It was the sole supplier of water filters to the largest hardware retailer and the 2 largest plumbing supply merchants, and preferred supplier to the next 2 largest chains. - Challenge: Attain market leadership in the fast growing wine industry. Actions: Negotiated repurchase of rights from distributor; added wine industry sales specialists and engineers to develop and build customized products. Results: Business doubled from US $2.5 million to US $5 million and achieved a 75% market share within 5 years (2000-2005). Wine sector became the company’s second largest sector. - Challenge: To significantly expand market presence in China and tap world’s fastest-growing market. Actions: Recruited 25 sales reps; opened Beijing and Chengdu offices; opened local manufacturing plant in 2002 to avoid import tariffs and provide better service. Results: By 2005, sales had expanded to US $6 million with an additional 50 employees hired—surpassing original plan. Relocated to a manufacturing facility triple the size of first plant to accommodate growth of product expansion to India, Southeast Asia, Australia and US. |
| Employer: | International Paints , subsidiary of Courtaulds PLC.; Australia & New Zealand |
| Position: | Various positions |
| Time period: | December 1983 - November 1992 |
| Description: | At the time, second largest coatings manufacturer in Australia and New Zealand serving commercial, marine, automotive and household markets; AU $240 million in annual sales in 1992
Advanced rapidly through increasingly responsible technical, sales/marketing and general management positions in various divisions. Frequently selected to troubleshoot based on ability to deliver results on sales, marketing and product objectives in challenging situations. - Achieved successful acquisition integration, rationalized production and maintained market share while realizing efficiencies in manufacturing as GM of two divisions following acquisition of a competitor. - Recruited and trained sales team that achieved annual sales goal within 10 months. - Moved protective coatings division from third largest to largest supplier of protective coatings in Australia. - Displaced long-time incumbent supplier at New Zealand’s only offshore oil and gas producer (Shell-BP). Became the largest supplier to NZ Steel. - Reduced costs and time between product introductions by achieving best-ever cooperation between factory and lab, reorganizing lab personnel, and introducing an improved "New Product Introduction" process. General Manager – New Zealand Industrial (1991 to 1992) General Manager – Marine Division (1988 to 1990) Promoted to GM following acquisition of a New Zealand-based competitor (Epiglass). Transferred to the newly merged Australian Marine Division with the objective of ensuring successful integration of the two businesses. Achieved those objectives and was tapped to deliver similar results to a troubled integration process back in New Zealand. Managed P&L and a team of up to 160 sales, marketing, service, manufacturing, technical and finance professionals. Developed annual marketing and operations plans, including allocation of sales targets by territories. Marketing Manager For Protective Coatings; Australia (1986 to 1988) Marketing Manager For Industrial Coatings; New Zealand (1985 to 1986) Produced and implemented annual marketing plans to achieve sales budget for Protective Coatings division in Australia and for 6 industrial market sectors in New Zealand. Hired and trained sales teams and managed new product introductions in New Zealand and Australia. Promoted and presented products to major customers, trade journals and industry associations. Managed pricing and profitability and provided R&D product development program to the Lab. Supervised Plant Operations Manager, Product Development Technical Manager and Customer Service Department Manager. Prepared technical product literature. Technical Manager; New Zealand (1984 to 1985) Supervised 11 chemists working in all market sectors. Managed product quality and worked closely with factory management to change and improve processes. Promoted from R&D Chemist and Technical Services Manager. |
Michael's Startups (2)
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WaveWater
WaveWater builds cost-effective, localized, scalable desalinization systems powered by wave energy for installation in developing countries, making it profitable to create fresh water where it is critically needed.
Michael's Contacts (8)
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Tom Witkin
Eclectic entrepreneur / marketing guru with a passion for renewable energy and early stage ventures. Active flight instructor in gliders. Jazz drummer. Sports weekend warrior. Harvard undergrad and Stanford MBA.
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Helen Fairman
Cleantech strategic marketing and program development. Current projects include Co-Directing the New England Clean Energy Council Clean Energy Fellowship, the Governor's Clean Energy Challenge, and REBN (national). Also cleantech client B2B marketing
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Christian Weeks
Harvard Business School, Candidate for MBA, May 2010. Dartmouth College, BA in Government, minor in Public Policy. Currently Consultant, Strategy & Operations at Deloitte Consulting, Llp.
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