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Industry Experience...
Cutting Edge
Dr. Willkomm’s two decades of experience in polyurethane technology have included most major application methods and industry areas. His unique ability to solve the most difficult chemical and engineering technical problems while retaining the “big picture” commercial implications is well known. Having worked as a bench chemist, machine engineer, research leader, project manager, market manager, and company president, he is familiar with the challenges faced at each of these levels and can provide valuable insight on how to not only meet the challenges but exceed corporate and consumer expectations in the process.
Examples of Wayne’s work include:
Cast polyurethane elastomers
Developed novel polyurethane systems for hand or machine casting, achieve hardness of 35 shore A to 70 shore D.
Waterborne polyurethane dispersions
Developed a patent-protected low cost process for their production. Process is used for 70% of the North American production capacity. Also developed the first commercial formulation produced by this process.
Fire-resistant molded foams
Developed a copolymer polyol used to produce inherently flame retardant molded foams
Run flat automobile tires
Found the market opportunity, built the business plan and led the development of dynamic elastomers that serve as flexible support elements
In addition to his contributions to polymer science, Dr. Willkomm has also been instrumental in the financial turnaround of two small businesses. The first, a cast urethane shop, was experiencing declining sales and revenue loss. A new business model focusing on the development of proprietary products proved highly successful. Ultimately those products would account for 50% of sales and bring much-needed growth and a return to profitability.
With the second, the injection molding division of a larger corporation, structural costs were reduced through a strategy that combined aggressive purchasing and the elimination of underutilized equipment and space. In addition, performance of the group was improved by emphasizing the importance of satisfying customers and meeting commitments. In less than three quarters, customer late delivery was decreased by 40% and the division’s finances were returned to profitability.
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