Resume

1. Patricia L. Hecker
3 Brownstone Ct, Jasper, Indiana 47546
Cell (269) 876-6780 / Home (812) 481-2528 / Patricia.Hecker@gmail.com
General Manager / Marketing & Operations Executive
Adaptable business leader with rich cross-functional experience in consumer branded companies (Whirlpool
Corporation and Fortune Brands). Strong change leader and team developer with global experience focused on
business growth. Translate strategy to execution and enhance business health by:
Growing Organization Capability. Utilize thought leadership and communication skills to drive
change and growth. Inspire teams to improve value proposition for consumer and business partners.
Authentic people leader who attracts and develops remarkable teams.
Enhancing Sales and Marketing Effectiveness. Successfully managed product P&Ls (up to $6b)
growing share and profitability by introducing innovations. Improved launch cycle time by 40% and
streamlined brand communication. Improved selling effectiveness and promotional results.
Managing Integration and Change Projects. Managed over 5,500 projects as part of the $2.6b
Maytag acquisition by Whirlpool, delivering 3 pts market share, and 8% profitability improvement.
Projects included M&A, brand repositioning, category management programs, lean enterprise events,
and order to cash process improvements. Certified innovation consultant.
Improving Manufacturing Operations. Improved productivity by 15% in a highly profitable
facility with 3,400 employees producing 6m units per year. Led division planning and six sigma
team. Controlled material costs ($2.3b) and led manufacturing footprint consolidation across 16
divisions.
Leading Financial Operations. As Group Controller, led financial and accounting disciplines for
$13b business across 16 manufacturing divisions and 70 warehouses. Improved cost productivity by
11% and working capital by 25%. Drove investment analysis and decision making.
Experience
FORTUNE BRANDS – MasterBrand Cabinets, Jasper, Indiana
$8b consumer products company. MasterBrand Cabinets, Inc. is a $1.2b division selling a portfolio of over 32
brands across retail, builder, and independent dealer channels.
Senior Vice President – Product & Brand Management (2/09 to 6/10)
Recruited into new role, accountable for creating an integrated organization to lead product management,
product engineering, and brand management for the portfolio of brands serving entry level to premium market
segments ($1.2b total). Also led in-house graphic design and print production group.
• Enabled revenue growth of 15% YTD while industry is only up 1.5% largely due to the creation of cross
functional business unit teams with P&L and market share accountability. Teams improved organizational
clarity, capability and product leadership position by targeting brands to key segments, creating new
brands, and supporting collateral and web content to fill gaps.
• Worked with outside agencies to conduct various market research studies including consumer
segmentation, ethnographic studies, and product validation. Research was used to guide brand positioning,
communication strategies, and designer training programs.
• Developed a web strategy to fix architectural fragmentation of 44 websites and dramatically improve user
experience. Web strategy will add value add to dealer community and inform/ motivate consumers.
• Initiated value engineering that has already delivered $4m and is enriching product offering by improving
product construction, specifications, and methods to enable best practices and competitive positioning.

2. Trish Hecker, page 2
WHIRLPOOL CORPORATION, Benton Harbor, Michigan
$18b global home appliances business with 70,000 employees and 50+ facilities in 170 countries.
Senior Program Director, Sales & Marketing (8/07 to 1/09)
Role had three key accountabilities: (1) improve market share and margin by developing business to business
selling policies and processes for $3b in retail & contract sales, (2) Improve selling time for field sales roles
accountable for $13b in sales, and (3) Direct the market launch plans for all new product introductions (70 to
90 launches per year stemming from $300m in annual capital investments).
• Led a builder channel initiative to improve order fill rate from 75% to 90% by deploying an order creation
policy and simplifying the bidding process (which drove an 8% pt. improvement in market share).
• Improved launch process, tools, training and governance to ensure all launch tactics (i.e. literature,
displays, training, advertising, PR, web content) were “ready” to support introductions. Improvements
reduced cycle time by 40% and accelerated revenue ramp-up curves by 10%.
• Improved sales selling time by 37% by creating a problem resolution team and implementing a CRM
solution to capture sales contacts and root causes of selling inhibitors.
• Created a “quarterly playbook” to focus sales team on key priorities, a sales toolkit to provide consistent
execution of promotions and product launches, and a central portal to support category management
including floor planning for retailers which improved balance of floor from 55% to 68%.
Senior Director, Maytag Integration Program Management Office (08/06 to 08/07)
Led two significant programs following acquisition of Maytag in 2006; the integration of Maytag into
Whirlpool, and the cost and cash delivery program, involving 5,500+ projects to integrate cultures, structures,
facilities, systems, brand positions and trade customers. Ensured robust integration plans, established
accountabilities, and put tools in place to measure execution, identify issues, and achieve the business case.
• Guided the reposition of mass brands and consolidation of value brands (from 7 to 5) without impacting
revenue or profit and growing share by 3 pts.
• Enabled ~$600m in cost savings through the Maytag integration, with 20% less expense than planned.
• Consolidated facilities across manufacturing, warehousing, and service networks. Led two plant closures
that improved Maytag brand earnings by 8% and re-established its share and market position.
• Drove a restructuring project of 400 Maytag retail stores (~$350m in revenue), which enabled a 15%
earnings improvement, by implementing an inventory policy and a common merchandising plan.
• Orchestrated purchase accounting and board reporting, and managed quality liabilities.
• Within the Cost and Cash Delivery Program, identified $180m in savings and $30m in cash flow. Reduced
complexity in trade allowance/incentive programs, saving $18m with no adverse affect on sales.
Controller and Senior Director, North American Operations (8/02 to 08/06)
Co-owned product P&Ls for all major appliance categories. Led financial and accounting disciplines for $13b
business in U.S., Canada, and Mexico across 16 divisions and 30+ product suppliers. Also, had direct
operational responsibility for material department in each of 16 facilities including schedulers, vendor
coordinators, and material handlers. Managed costs for all factory and regional distribution centers, all freight
operations, all capital ($350m) and engineering spend ($200m).
• Achieved 11% productivity during a period of commodity cost run up.
• Improved working capital by 25% by redesigning the planning processes to ensure “best cost analysis”
guided cost reduction targets and resource allocation, and by leveraging lean techniques across facilities.
• Grew the region’s EVA for capital projects by 9% in 3 years by developing a business investment policy
and analysis tools and techniques.

3. Trish Hecker, page 3
• Partnered with operations to optimize asset base and improve cash flow by over $100m. Key tactics were
global manufacturing footprint optimization, strategic sale & lease back of warehouses, and divestiture of
specific operations including the sale of a Mexican harness division ($4m in assets).
• Improved RONA from 17% to 25% by gaining alignment across manufacturing leaders on core versus
non-core operations and deploying an assessment process and decision model for “make vs. outsource”
decisions (injection molded plastics, wiring harnesses, and small part fabrication).
Director, North American Supply Chain (9/99 to 8/02)
Responsibilities included: creation of a freight accrual and payment process; financial management of $350+m
in freight and warehousing expense; evaluation of various distribution models for individual trade partners;
and development of an advanced planning system and an E-supply chain strategy.
• Delivered 6% freight cost productivity by designing and implementing a logistics information system,
improving material flow, and working with a third party logistics provider to improve service.
• Led E-supply chain and advanced planning system strategies to enable substantial service improvement
and a 24% working capital improvement.
Manager, Strategic and Tactical Planning - Marion Division (1/97 to 8/99)
The Marion facility has one million square feet and 3,400 employees producing six million units annually
(over 600 SKUs). With revenues of $1b, it is among the most profitable operations in Whirlpool. Created and
delivered the factory’s long range plan and engineering execution of new product platforms. Also assigned
labor across the plant based on changing operating levels, delivered the plant’s annual productivity plan and
managed the annual capital budget (up to $10m) for the plant.
• Achieved 14% labor productivity and 10% capacity expansion by proactively managing labor costs via
lean manufacturing techniques.
• Served as key contributor to the deployment of lean philosophies and toolkits throughout North America.
One project involved reassigning models across 8 assembly lines to reduce manpower variation between
models which achieved $2.5m in labor savings.
• Completed competitive teardowns to identify improvements and understand competitive advantages.
Used insights to guide future product development efforts.
Senior Analyst, Procurement – North American Region (8/94 to 1/97)
Controlled material costs ($2.3b) for the $8b North American Region by accurately forecasting costs and
creating improvement plans. Drove 8% cost improvement during inflationary period. Forecasting error was
less than .05%. Participated in several commodity sourcing strategy teams (Chemicals, Packaging).
Senior Auditor (11/92 to 8/94) / Staff Auditor (7/91 to 11/92)
International assignment based in Italy with European responsibility for evaluating the effectiveness of
operations and processes; developing creative, cost-effective recommendations to improve business processes,
and for performing project management duties in three languages (French, Italian, and English).
Education & Community Leadership
Executive MBA (Graduated #1 in class), University of Notre Dame – 1997
BA, Materials and Logistics Management (Operations/IE), Michigan State University – 1991
Certification in Production and Inventory Control from APICS / Certified Innovation Consultant
Board Member, United Federal Credit Union ($800m asset financial institution), 2004 – 2009