Journey in the Industry

As a newly commissioned Ensign in the U.S. Navy from Penn State ROTC, the importance of maintenance and reliability was front-and-center from the start. Within the Surface Warfare Officer and Basic Diving Officer schools, attention to detail and conducting precision maintenance – to keep the team alive and enable mission accomplishment - was compulsory. No deep-sea diver wants to be at the end of a long hose in an unforgiving environment breathing through a poorly maintained life support system. This paired with early leadership opportunities once I reported to the fleet. After four years of active duty, I shifted to the reserves (for another 18 years) while seeking employment in the civilian sector.

Fortunately, I quickly landed a job with Castrol Industrial as a technical sales-support specialist, learning about industrial lubricants used in the harshest environments. My time at Castrol exposed me to many industrial segments including Steel, Mining, Automotive, Cement, Textiles, Chemicals, Oil & Gas, and more, ultimately leading to bigger roles in market segment management and international sales. 

After five years at Castrol, I shifted into a territory sales job with Chevron in Northeast Ohio.  This eight-year, multi-role Chevron experience taught me the value of indirect sales through 3^rd party distribution as well as national account management and global marketing.  While at Chevron, I was introduced to the world of maintenance & reliability consulting.  This compelled me to transition out of lubricants and join Management Resources Group in Southbury, CT.  MRG taught me about all aspects of reliability-based maintenance as well as selling in a commission-oriented compensation structure. 

Desiring to get back into leadership, I joined the Valvoline Heavy-Duty team in 2010 as a regional direct & indirect sales rep in the Northeast.  After two years in the position, I filled the role of Director, Eastern US HD Sales.  This soon evolved into a broader position responsible for US HD National Accounts and the Cummins aftermarket business.  In 2021, I was asked to oversee more of the business, leading the US distributor and HD National Accounts teams, my current role.

Statistics in the market

The US HD lubricant market is evenly split between on-highway trucking and off-road construction.  Each piece of this $7B market has its own distinct challenges and opportunities.  With over four-million Class 8 “big-rigs” registered in the US, the on-highway segment is facing more challenges than ever: an estimated driver shortage of 80,000, maintenance manning deficiencies, tightening emission regulations, increasing fuel prices, high cost of downtime, fleet consolidation, and pressure to deploy alternate fuel vehicles.  In the off-road market, we see a record number of government infrastructure dollars for domestic projects.  To take advantage of this surge, the construction industry is challenged with a declining skilled-trade workforce, an equipment operator shortage, and regulatory challenges similar the on-highway market. 

Projects or initiatives

With less than 10% share in this combined heavy-duty market and fielding a talented team of indirect & direct, HD sales professionals coast-to-coast, Valvoline is both prepared and uniquely positioned to win big in this market.  Our mission as a management team is to create a business environment that allows our sales team to do what they do best, deepen relationships by providing solutions that improve our customers’ business.  Initiatives to make doing business with Valvoline as easy as possible are high on the priority list.  Providing innovative product and solution combinations for future mobility, creating a seamless digital commerce experience from order to final-mile delivery, and developing systems that wrap our customers up in blanket of reliability are the types of projects we’re focused on today.

Where the company is headed

Though it’s been widely publicized, few are aware that Valvoline Global Operations has recently been purchased by Saudi Aramco.  As we transition into a wholly owned subsidiary of Aramco, a renewed sense of confidence has emerged with the backing of one of the world largest and most profitable organizations. 

Hurdles overcome

The largest hurdle I’ve had to overcome has been the transition from the military leadership & accountability system to that which is corporate America.  Adjusting my mindset to expectations was vital in this journey.  Remembering the mantra that I learned in the service, “take care of your people and they will take care of you,” has been my North Star along the way.  That said, realizing that “your people” are not only your direct reports but also your peers, your boss, and all your coworkers is a next-level evolution that I had to re-learn.  Employing an executive coach and taking time to reflect helped me uncover these blind spots. 

Learnings in the business

I’ve learned many things over my career such as: be humble, assume positive intent, choose words wisely, be biased towards action, lead with integrity & purpose, and to show up as your best self every day.  As a huge fan of Steven Covey’s “7 Habits of Highly Successful People” and Robin Sharma’s “Leadership Lessons from the Monk Who Sold His Ferrari”, I’ve learned to be more curious and thoughtful.  Having a priority system in life that aligns with your values is also critically important for mental, physical, and relationship health.  Ultimately, we can’t help others if we don’t help ourselves stay healthy in the spiritual, mental, and physical senses.  I’m also appreciating that every good leader is also a good follower.  Taking from Patrick Lencioni’s “Ideal Team Player” the characteristics of humble, hungry, and smart (EQ), are essential.  Discovering one’s “why”, which for me includes giving back to veterans in hopes of ending suicide, is also important.  To lean into this passion, I serve as a volunteer peer coach with 22zero (www.22zero.org) and co-chair the Valvoline Global Operations, Veteran Employee Resource Group, which (I’m happy to say) has just been launched in May of 2023.