JAMES L.

HENDERSON
Eighty Four, PA 15330 | (936) 444-3319 | jameslhenderson52@gmail.com | www.linkedin.com/in/jameslhenderson

SALES LEADERSHIP
Innovative, strategic thinker, resourceful problem solver, team builder, and one who is able to identify sales
opportunities that creates value for the organization
High energy, sales driven leader in service and manufacturing environments that seizes opportunities to increase
sales; by driving hard dollars to the bottom line, executing business operations and continuous improvement
plans. Business experience in the Far East, China, Singapore, Hong Kong, Middle East, Germany, England,
Norway, and Canada. Key competencies:

AFTERMARKET LEADERSHIP | SALES LEADERSHIP | PROCESS IMPROVEMENT | MANUFACTURING | VALUE STREAM MAPPING
NEW PRODUCT INTRODUCTIONS STRATEGIES | CONTINUOUS IMPROVEMENT STRATEGY DEPLOYMENT
PROJECT PLANNING AND DEVELOPMENT | COST REDUCTION STRATEGIES
PROFESSIONAL EXPERIENCE
WEATHERFORD, HOUSTON, TX
2014 to 2016
Specializing in innovative formation evaluation techniques, products and services that ensure well integrity and
drilling reliability, novel reservoir completion and stimulation technology that optimizes recovery, and the
industrys leading portfolio of artificial lift products and production optimization capabilities.
MID-CONTINENT SALES COORDINATOR, Canonsburg, PA (2015 to 2016)
Managed the NE sales team to maintain and develop strong multi-level business relationships. Promoted to MidCon Sales Coordinator 8-months after joining Weatherford.
Generated over $8 Million in annual revenue personally.
Worked with Sales Team to maintain accurate and timely customer information, notes, contact information,
etc. in Salesforce CRM software
Continually evaluated and adjusted sales strategies and forecasts to meet changing market conditions
Worked with product and manufacturing on development of new wellhead system to meet the market
conditions for installation efficiencies and safety requirements.
Monitor and control sales team expenses to meet cost reduction guidelines
Maintained customer account assignment list for each salesman. Worked to maintain and/or increase sales
and services during a down market in the oil & gas industry.
SALES SPECIALIST, Canonsburg, PA (2014 to 2015)
Collaborated with customers to establish and maintain strong business relationships. Created immediate impact
selling Wellheads, Frac Trees, Rental tools, BOPs and Drill out equipment.
Landed three new accounts in the first 6 months of employment and generated over $1M in first 3-Months.

Continually evaluated and adjusted my sales strategies and forecasts due to the changing market conditions

Worked with my accounts to identify products and services that provided them cost reductions or improved
efficiencies and safety.

JAMES L. HENDERSON

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FMC TECHNOLOGIES, HOUSTON, TX

1992 to 2014
Global market leader in subsea systems and a leading provider of technologies and services to the oil and gas
industry. We help Exploration and Production (E&P) customers overcome difficult challenges with onshore and
offshore drilling, completion and production technologies and services to improve their returns.
ACCOUNT MANAGER, Western Hemisphere Surface Wellhead, Canonsburg, PA (2012 to 2014)
Partnered closely with assigned customers and FMC engineers to identify, develop and present business
solutions for challenging well installations and completions to increase efficiencies, installation time and to
improve overall safety.
Established and maintained a strong business relationship with Chevron AMBU and with other assigned
customers including management, engineering, and project staff.
Increased Surface Wellhead sales, manifolds sales, Frac valve rentals, and field service.
Increased annual sales revenue by 40 percent in 24 months.
Collaborated with Chevron Engineers to develop a solution to save an existing drilled well which would have
been a $4M loss, and is now a revenue generating well.
Influenced FMC proposal team to communicate customer requirements and proactively drive customer
specifications towards standardization. Continuously communicated information related to industry trends,
competitors, and projected future business to management, marketing and other sales personnel.
Created competitive pricing proposals to achieve maximum ROI opportunities for customers
Developed monthly KPI's, reports, schedules, and budgets to present to FMC management
PROJECT MANAGER, Subsea Control Module Repair and Refurbishment, Houston, TX (2010 to 2012)
Selected by the Controls Product Manager to spearhead SCM repair and refurbishment activities and
support a $60M program with 6 Indirect Reports.
Provided team a vision and strategy to turn around the SCM refurbishment business by implementing
lean manufacturing, development of Primavera schedule and time study initiatives.
Executed a critical plan to turnaround customer projects that were over budget and behind schedule.
Improved on-time performance from 44% to over 87.5% and reduced budget overruns to less than
10%.
Implemented steps to accelerate process improvements by implementing time standards, standard
processes and procedures, and training to employees on time standards, processes and procedures.
Collaborated with quality control to ensure all standards are maintained at the highest levels as
established by the Quality Assurance department.
PROGRAMS CONTROL MANAGER, FMC TECHNOLOGIES, HOUSTON, TX (2009 to 2010)
Tapped by senior managers to direct a cross-functional project teams dedicated to significantly improving
upfront project plans and budgets. Span of control entailed multi-million-dollar project planning and
management, aftermarket management, manufacturing production improvement strategies, multi-milliondollar program management, and change management initiatives with 20 Indirect Reports.
Successfully used Primavera to select and integrate project milestones into major project schedules and
track employee incentive programs to support on-time delivery performance initiatives.
Introduced mission-critical process standards for project evaluations which were based on project earn
value and estimates for project completion which helped project teams manage and evaluate projects.
Established a project management training academy for the Western Region Subsea business that enabled
project managers to complete an Internet-based PMP training program and earn PMP certifications.

JAMES L. HENDERSON

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CUSTOMER SUPPORT COMMERCIAL AND PROJECTS MANAGER, FMC TECHNOLOGIES, HOUSTON, TX (2006 to 2009)
Awarded opportunity to lead commercial and project management activities for subsea aftermarket projects
and services. Catalyst in accelerating business by negotiating customer contracts concerning the installation and
servicing of subsea products. Managed 9 Direct Reports and 35 Indirect Reports.
Developed and introduced aftermarket price book that provided consistency in pricing activities and helped
increase margins to 35%.
Collaborated with program managers and devised a strategy which boosted aftermarket project sales from
$700K to more than $1.2M per project by implementing maintenance inspections during repair and
refurbishment activities.
Partnered with the operations manager to push project execution to new levels, and captured a 33% growth
in EBIT performance by implementing process improvements in SAP.
AFTERMARKET SALES MANAGER, FMC TECHNOLOGIES, Erie, PA (2002 to 2006)
Promoted to manage and direct aftermarket sales and equipment refurbishment operations for the worlds
largest petroleum metering and measurement organization earning $99M in annual sales.
Created and developed a business plan that paved the way for a new factory remanufactured equipment
program which subsequently captured over $4M in annual sales the first year.
Achieved up to 27% year-over-year market increase.
Developed and managed all customer contract negotiations and service representative network
agreements.
Led ambitious team that delivered an 84% compounded growth in sales during a five-year period.
Developed annual sales of $4M in first full year and an increase of 30% annual sales year over year.
Negotiated service agreements with major oil companies (Shell Oil, BP Petroleum and others) that helped
grow service and aftermarket business.
Ensured continual growth in sales of remanufactured equipment by designing critical work processes,
production schedules, and inventory management systems.
Recruited, trained and supervised 10 direct non-union employees in a unionized manufacturing facility.
Led equipment refurbishment pipeline development, marketing strategies, and new customer acquisition
and customer relationship building.
Managed aftermarket sales, spare parts, and service.
Additional Roles: Product Support Manager (1998 to 2002), Service Manager (1993 to 1997), and Field Service
Engineer (1992 to 1993).

EDUCATION
Master of Business Administration (MBA), Gannon University, Erie, PA
Bachelor of Science (BS), Industrial Management, Gannon University, Erie, PA
SKILL SUMMARY
SAP, Adobe Pro, Microsoft Excel, Word, Access, Power Point, Visio, SharePoint, CRM Salesforce