Conozca a Nuestro Equipo de Liderazgo | Biografías y Perfiles de los Ejecutivos

Actionable recommendation: Publish concise, data-driven biographies that highlight each member’s central path, policy expertise, and consumer impact.

Vista into the roster should include tangible details: roles, outcomes, and the scope of influence. For example, bailey, como vice president, led a policy initiative that aligned device safety standards with consumer trust in american markets, a move that transforms cross-functional collaboration and accelerates go-to-market timelines. This biography includes the path from early roles, a school background, and a track record of professional execution; we include diverse experiences across sectors.

maureen brings a central perspective rooted in customer research, product design, and governance. Her view on policy alignment spans devices and services, with scalable operations and metrics that emphasize trust. lilly complements the mix with a background in operations and a school of business that informs practical risk management–highlighting ipex programs and collaboration with engineering and product functions, which influenced cross-functional outcomes.

Each biography is central, with a clear view of how individual contributors earn trust and deliver results. The narratives include personal context, such as mentors and family stories (including sons), while staying focused on measurable outcomes–policy adoption rates, device reliability benchmarks, and consumer feedback loops, all driven by a professional ethos that values data and transparency and an animal-level discipline for accountability.

Excited to present these biographies, the roster invites stakeholders to review the compiled biographies, which highlight how roles evolve, how cross-functional collaboration unlocks operational improvements, and how a long-term policy-first approach benefits american consumers using reliable devices. En view is pragmatic: report results, share learnings, and continuously refine the narratives to reflect ongoing impact.

Meet Our Leadership Team – Executive Bios & Profiles; Chris Fultz

Adopt a central framework that places your strategy under a chief who oversees a continuum of digital initiatives and investment practices. Chris Fultz, Boston-based leader, guides cross-border programs across europe to synchronize academics, native markets, and your growth agenda.

Julie Cotter, native of boston and conestoga alum, directs people practices and cross-cultural initiatives, aligning your operations with global advisors to advance humanity-driven outcomes.

David Juris, juris-trained professional, reinforces governance across europe and the US, embedding risk controls that sustain investment and ensure sound compliance across markets.

Josee Moore, formerly with amway, drives customer-centric programs that scale digital adoption, increasing pelotons of product, marketing, and field teams across key markets.

Introduction to this cadre demonstrates how the central strategy is realized through cross-border collaboration, with david, julie, josee, cotter, and others aligning on a tabl of performance measures and a steady investment cadence.

Meet Our Leadership Team: Executive Bios & Profiles

Prioritize cross-functional collaboration with linda, maureen, and bailey to transform priorities into concrete projects and establish a stronger process framework.

linda leads strategic programs across partner corporations to accelerate innovation. She earned a BA from a michigan university and holds a public certification in project management. Her tabl dashboards translate data into inventory insights and actionable cost improvements. Since year 2019, linda has aligned initiatives with public-sector partners, yielding measurable outcomes. Her work will continue to broaden collaboration and drive impact.

maureen leads analytics and product development across colleges and universities. She earned a Purdue degree and participates in purdue-aligned certification tracks. Her approach blends measurement with innovative thinking to transform public programs. The year 2024 marked a milestone in analytics adoption.

bailey is head of operations, coordinating inventory management and process design. As a partner to many corporations, bailey ensures teams and systems work together to deliver better outcomes. bailey draws on experiences from colleges and a university network, translating insights into practical results. Together with linda and maureen, bailey maintains tabl data in planning and aligned priorities.

Chris Fultz: Title, Role, and Core Responsibilities

Target growth by aligning Chris Fultz’s initiatives with the largest client segments, delivering clear value when engaging dormakaba, constructionmachinery, and chemical supply chain accounts, and converting strategic plans into executable programs that bring back measurable results. Chris Fultz gained experience across several firms, developing great programs that tied product, operations, and sales to concrete outcomes. This part of the role integrates product, marketing, and service across the value chain.

• Position: Chief Commercial Officer; Scope: global sales, partnerships, and revenue growth across core segments.
• Role includes: leading strategy, overseeing go-to-market, and ensuring cross-functional execution.

1. Define segment-specific value propositions and ensure alignment across product, marketing, and operations to support the largest accounts.
2. Lead cross-functional groups to ensure seamless execution, establishing clear chains of accountability.
3. Drive launched initiatives to expand the portfolio in dormakaba and constructionmachinery verticals; track impact and iterate.
4. Develop economic and market analyses to guide pricing, value propositions, and competitive positioning.
5. Partner with marketing to exhibit customer value through case studies, white papers, and content that converts.
6. Monitor and optimize margins by segment and by pelotons of frontline sellers to ensure targets are met.

• Melissa – Partnerships and alliances manager, coordinating cross-portfolio opportunities with key clients (including dormakaba).
• Bill – Financial strategy liaison, focusing on profitability and investment optimization by segment.
• Mitchell – Regional operations liaison, aligning manufacturing and delivery with demand patterns.
• Elizabeth – Content and communications lead for external exhibits and thought leadership materials.
• Saje – Strategy analyst, researching economic trends, competitive dynamics, and customer insights.

Chris Fultz: Career Background, Highlights, and Leadership Journey

Recommendation: implement a phased, metrics-driven program with Chris Fultz facilitating the rollout to deliver wellness, inclusion assets, and robust monitoring across domestic markets.

With a background that oversaw distribution, project delivery, and winnipeg-based initiatives, he anchors this effort in practical, repeatable steps that scale across teams.

From early work in education programs to evolving partnerships with sheridan and disability services, he ties teaching to measurable outcomes and continuous improvement.

A neci initiative and fellow development shaped his approach to governance and cross-functional collaboration. As a fellow, he leveraged peer-learning to scale programs.

At dormakaba, he led a cross-functional team that delivered electronic access solutions and expanded support for Canada-based clients, integrating vallet operational concepts into service delivery. He focused on deliverables that improve security, efficiency, and user experience.

He backed disability inclusion programs and wellness training across campus and community sites, aligning assets with broader corporate objectives and ensuring monitoring mechanisms were in place to track progress.

In Canada, his work connected education, inclusion, and real-world outcomes, strengthening domestic partnerships, expanding capacity, and preparing teams to respond to evolving market needs in winnipeg and beyond.

Team Structure and Collaboration: Aligning Roles with Strategy

Assign a single owner for each strategic segment and require weekly action updates to preserve accountability and improve working efficiency.

Structure rests on five segments with clear owners, each aligned to strategy: Strategy & Founding, Operations & Equipment, Learning & Mentoring, Impact & Journal, Governance & Institute. Each segment requires a named owner and a measurable outcome to prevent drift. Maintain a running journal to capture decisions, assumptions, and experiments; keep animal language out of communications and use direct, concrete terms. This founding principle emphasizes clear ownership.

Appoint titles: Admiral of Coordination, Dean of Strategy, and a Calgary-based Operations Lead; each segment has a member responsible for reporting to the steering group. Owners include thomas for Strategy, mark for Operations, spencer for Learning, and last for Governance. Coordinate with kellogg and boeing for benchmarking and external inputs. calgary partners provide local insight.

Institute mentoring cycles and coaching: weekly sessions with masters, including industry mentors; coach fitt leads the program; assignments tie to equipment readiness and performance targets.

Measure progress with a simple dashboard tracking action-item closure, impact per segment, and equipment readiness; monthly reviews chaired by the admiral ensure accountability and fast decision-making. Cadence is designed to adapt and ever improve. The Calgary-based operations group supports this cadence and ensures alignment with cross-industry benchmarks from kellogg and boeing.

Key Initiatives Under the Leadership: Priorities and Milestones

Recommendation: allocate resources to Europe expansion with opening of three channels, a product-commerce refresh, and a lean efficiencies program at core sites; Kent Moore serves as principal owner, Butler anchors sponsorship, Jerry monitors risks, Robert supplies market insight, Dean maintains the journal of progress, and Rebolledo ensures regulatory alignment. then, lock quarterly milestones and a tight budget tied to measurable outcomes.

1. Europe expansion and channel opening

   • Owners: Kent Moore (principal), Butler (sponsor), Jerry (risks), Robert (market intel), Rebolledo (compliance), Dean (progress journal).
   • Objective: establish a three-country footprint (Germany, France, Netherlands) with regional warehousing; aim for €15m Europe-led revenue in year one and reach 28–30% gross margin.
   • Hitos:
     • Q1 2025: complete partner due diligence and regulatory readiness for selected markets.
     • Q2 2025: sign first two distributors and launch two initial product lines through local channels.
     • Q3 2025: open the Rotterdam regional hub and finalize cross-border logistics agreements (opening of the hub).
     • Q4 2025: achieve €15m incremental revenue from Europe and stabilize channel performance.
   • Risks and controls: currency volatility, regulatory shifts, and channel conflicts; mitigate with hedging, diversified distributors, and a live risk register reviewed monthly.

2. Product and commerce refresh

   • Owners: Robert (product strategy), Moore (commercial operations), Dean (journal), Butler (channel partnerships), Rebolledo (compliance for new launches).
   • Objective: rebalance the portfolio toward high-margin products (including food and animal-oriented lines) and accelerate commerce through open channels, while preserving brand integrity; target a 2–3 point margin uplift by year-end 2026.
   • Hitos:
     • Q2 2025: sunset 15 low-margin SKUs and validate demand signals for top SKUs.
     • Q3 2025: launch four new SKUs in North America and Europe; deploy a revamped commerce platform and checkout flow (opening of direct-to-consumer channels).
     • Q4 2025: reach 8–12% higher average order value and 6–8% lower CAC through optimized channels.
   • Metrics: product profitability by line, channel contribution, and merchant KPIs; maintain cross-functional cadence with the journal updates for transparency.

   • Efficiencies and supply-chain optimization

     • Owners: Dean (Operations lead), Moore (logistics), Robert (supply data), Jerry (risk), Butler (site coordination).
     • Objective: lift efficiencies at core facilities including the Wabash site and the camp logistics center; reduce waste, shorten lead times, and cut working capital by double-digit percentages within 12–18 months.
     • Hitos:
       • Q2 2025: implement lean processes at the Wabash facility and begin supplier consolidation.
       • Q3 2025: deploy an integrated inventory system and supplier scorecards across channels (opening visibility into stock across hubs).
       • Q4 2025: achieve 10–12% waste reduction and 12–15% working-capital reduction; annualized savings target reached.
     • Notes: emphasize humane practices in warehousing and production, with animal-welfare checks embedded in sourcing and quality controls (aligned with humanity commitments).

   • People, narrative, and external engagement

     • Owners: Dean (culture and training), Robert (external communications and journalism), Rebolledo (compliance and governance), Jerry (risk oversight), Butler (stakeholder alignment).
     • Objective: strengthen the organization’s reputation and trust with transparent reporting, a monthly journal of progress, and endorsement programs that align with responsible practices and consumer expectations.
     • Hitos:
       • Q2 2025: publish the first progress journal edition detailing milestones, risks, and opportunities.
       • Q3 2025: launch a brand-ambassador program to support selected markets and product lines (celebrity-lean campaigns with authenticity).
       • Q4 2025: complete ethics and animal-welfare training across all facilities, including the camp sites and supplier networks.
     • Metrics: employee engagement scores, external sentiment, channel partner satisfaction, and regulatory compliance ratings; results reviewed by the respected steering group and key stakeholders.

Engaging with the Leadership Team: Access, Contact, and Feedback

Deploy a centralized intake powered by salesforce that routes every inquiry to the governing circle within 24 hours and logs status with a clearly defined owner.

Access points include: quarterly office hours hosted by the co-chair; a secure intranet form with topic tagging; and a dedicated panel alias for direct submissions.

Defined roles: feregrino overseeing intake quality; juris ensures privacy; before escalation, items are categorized by industry, objective, and function.

Feedback guidelines: specify the person or team affected, the concrete action requested, the impact on employees, the target outcome, and a proposed owner. Measure success with a 48-hour initial acknowledgment, and a 7-day resolution benchmark where possible.

Use concrete examples to illustrate progress: discuss expanding programs with the american market, bankers relationships, and target segments. Treat each input as a ticket that travels from founding members toward implementation; excited voices from jerry and bill can highlight opportunities, while young vallet and other colleagues provide context. The built processes support moving from antique ideas toward Arbor initiatives, and benchmarks against clarins and amway keep standards high.