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Palm Beach Gardens, Florida, United States
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Gary Chin
Exciting opportunity alert! Join the Well 5-Day Friendship Challenge featured in the NY Times. Strengthen your bonds and discover your friendship style in this weeklong tune-up. Did you know? In 1990, only 3% of Americans reported having no close friends. Fast forward to 2021, and that number has surged to 12%, contributing to what experts call a loneliness crisis. Reflecting on my personal journey of connecting with like-minded individuals, I've experienced the power of intentional friendships. By setting goals and taking action through vision boarding, I've cultivated meaningful relationships that enrich my life. Thank you to all my new close friends for the shared journey! Friendship is a cornerstone of well-being, impacting both physical and mental health. Despite the shrinking social circles, experts reassure us that improving friendships is within reach. The 5-Day Challenge, starting June 10, offers evidence-based strategies to revive relationships and deepen connections with valued individuals. Each day brings a simple yet impactful exercise to enhance platonic bonds. Sign up for the Well newsletter to access the challenge exclusively for New York Times subscribers. By the end of the week, you'll feel more connected and equipped to nurture lasting friendships. Don't miss out on this opportunity to prioritize and strengthen your social connections! Michelle La Perrière Melinda Tourangeau Kara Potter Hani F. Paul Knowlton, Esq., MDiv. Kathy Aronson Kevin JT Binder #friendship #makingadifference
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Allan Clark
To stay ahead in the global supply chain, the Jabil team is focused on improving visibility, collaboration, resilience, decision-making, and efficiency through data and analytics. My colleague Alan Brown, VP of supply chain transformation, says it best: “When crises do occur, we have all the data organized and at our fingertips. We can navigate through the challenge quickly, minimizing our time to react and time to recovery to avoid long-term impacts to our operations.” Read his full Q&A in Supply Chain Digital:
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Jay Owen
On June 25, Aamir Paul, President of North America Operations, will speak at the 2024 #SelectUSASummit! 🌟During his panel discussion, "Selecting the USA: Again and Again," he'll discuss how U.S. manufacturing investments offer international companies the opportunity to reach their efficiency, reliability, #sustainability, and workforce goals. Learn more about the event here: http://spr.ly/6042ggpV0
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Melinda Walega (she/her)
On June 25, Aamir Paul, President of North America Operations, will speak at the 2024 #SelectUSASummit! 🌟During his panel discussion, "Selecting the USA: Again and Again," he'll discuss how U.S. manufacturing investments offer international companies the opportunity to reach their efficiency, reliability, #sustainability, and workforce goals. Learn more about the event here: http://spr.ly/6049gSe2t
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Jacek Polap
Moroccan Holidays Today we celebrate in Poland the Labour Day, which is a public holiday (though some of us in finance must work on month end closing). Incidentally this is also a holiday in Morocco, but not in Canada or USA. Working in the global corporation exposes us to multitude of festivities held in specific countries and coordination of work gives us another challenge. Last time I’ve mentioned our payroll process; we have established quite a detailed calendar that takes into consideration holidays of all parties concerned. The only free day that our three countries have in common is the New Year celebration (1 January) although in Morocco we have also the Amazigh New Year day (14 January) and Islamic New Year (this year on 19 July). Naturally we celebrate different religious festivities, some of them are movable in all countries, so the planning must be done every year anew. We all have Independence Day: 11 January in Morocco, 11 November in Poland, 1 July in Canada (Canada Day). Actually 11 November is held in Canada as Remembrance Day, which has its Polish equivalent either in 1 November (All Saints Day) or 15 August (Polish Army Day). Moroccan equivalent would be probably 20 August (Revolution Day). Labour day in Canada is held on September 2nd which falls in the period of leaves turning reddish-yellow; while in Morocco and Poland we enjoy warm spring weather - Poles usually go camping these days. But not the ones closing the month…
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Thierry Tricot
I recently participated in two webinars devoted to Growth Mindset and Catalyst Leadership. It was an honor to share my insights as GSC Europe leader on complementing Expert and Achiever skills to embrace the role of a Catalyst. During our discussion, I highlighted a couple of points which I experienced: my wish to become coach, guiding and supporting others in their professional development, and the interconnection between prioritization and discipline, which I believe are essential for effective leadership. I also emphasized the well-known importance of understanding transformation as a journey, not a destination. As catalyst leaders, we must be able to shift between different roles based on the context, acting as an expert, an achiever, and a catalyst. This adaptability allows us to respond appropriately to the needs of our team and to the context. Embracing changes in our ecosystem or in our own organization with positive energy and building trust is crucial for creating a collaborative environment. Happy for this opportunity I was given to share my thoughts and for the great questions and reaction we received during the session. Let's continue to inspire positive change as catalyst leaders. #ImpactStartsWithUs #SupplyChain #SEGreatPeople
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Constanze Nuesperling
How a smart approach to change management enables leadership by influencing As of this month, an internal expert for process standardization team has joined my team: Florian Kissel. He has a strong background in process mining and will drive process standardization for Global Business Support and beyond. Through his innovative approach to change management, he has already built a sizable number of followers across all functions who are ready to collaborate on process mining. So what are his tricks of the trade? · First question that gets addressed with his colleagues is “What´s in it for me?” In a recent initiative on duplicate vendor invoice checking, he explained to the Global Process Owner Purchase to Pay that this would help to prevent incorrect vendor payments and avoid the follow-on work of reversing them · Throughout the projects, he provides proactive support to all colleagues, so they feel well taken care of · With any avoided duplicate payment, the AP clerks can see their contribution to value realization immediately in SAP. Typically, he lets his colleagues sell such visible value realization as their success to upper management No wonder that the GPO P2P is ready for more collaboration, and we are currently building a plan for further rollout of this initiative across the company!
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Antonio Mendia
Supporting companies to successfully deploy industrial technologies across their multi-generational workforce is a critical factor for their business longevity. Hear from Jessica Bethune & Anahita Sadjjadi at #ACHEMA24 on how digitalization and modernization of traditional systems will deliver results - watch our video.
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Graham Scott
Jabil's culture is people-focused, and that extends to how we work with our #SupplyChain partners. Frank McKay, Jabil's SVP and chief supply chain and #procurement officer, puts it best: treat suppliers like customers. "You have to make investments in your supplier network if you want to be successful," Frank says. "The old days of ‘I have to win, and you have to lose’ are gone." Hear more insights from Frank on how supply chain leaders can navigate disruptions and gain a competitive advantage in a new episode of the Art of Procurement podcast.
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Gary Chin
What Is a ‘Decent Wage’? France’s Michelin Raises a Debate. (Extract of article from NY Times) "The tire maker vowed to ensure that none of its workers would struggle to make ends meet. When the French tire maker Michelin closed its factories during the coronavirus pandemic, Florent Menegaux, the company’s chief executive, took stock of the closures’ impact on employees worldwide. Thousands of workers in Asia, Europe and the United States at the lower end of the company’s pay scales could barely get by, an independent review showed. Michelin vowed to do better. Last week, the 134-year-old company, which has 132,000 workers at 131 factories in 26 countries, announced that it would guarantee all of its employees a “decent wage” wherever they were in the world, part of a broader social plan intended to ensure that none of its workers would have to struggle to make ends meet. “If workers are just in survival mode, it’s a big problem,” Mr. Menegaux said in an interview. “When the wealth distribution in a company is too unequal, that’s a problem, too.” The announcement quickly ignited a debate in France over what exactly constitutes a decent wage and whether more French corporations should follow suit. Unions warned that the Michelin pledge would still leave some workers struggling and that it did not come with a guarantee against future layoffs or site closures. Corporations worldwide are looking to meet environmental, social and governance targets. A lot of investors are backing away from E.S.G. criteria, but some companies are signing up to become living-wage employers, which commits them to pay salaries that correspond to the costs of rent, food, transportation and child care in the regions where their workers live. In creating its “decent wage,” the company, known for its rubbery Michelin Man mascot, referred to standards set by the United Nations Global Compact: a salary enabling a family of four to live “decently” in the city where they work. That means not running out of money before the end of the month after paying basic expenses and being able to save and spend modestly on goods or leisure activities, Mr. Menegaux said. Michelin turned to the Fair Wage Network, a nongovernmental organization based in Switzerland, to assess its salary structure. The resulting study found that 5 percent, or around 7,000, of Michelin’s employees worldwide were not earning enough. In response, Michelin adapted its salary scales to the cost of living in cities where its factories operated. In Beijing, the group increased the lowest pay level to 69,312 yuan per year, or a little less than €9,000. In Greenville, S.C., workers’ base pay rose to the equivalent of €40,000 per year." #ESG #CorporateSocialResponsibility #LivingWageEmployers
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Joe Rodgers
Yan Jin, CIMA, CGMA, senior vice president, Investor Relations, knows firsthand the transformative power of integrity. With nearly 25 years at Eaton, he’s seen how speaking up, leading by example, prioritizing management team quality, and focusing on ethics drives long-term success and builds trust with investors and stakeholders. We recently sat down on Integrity in Action (Eaton’s internal integrity-focused interview series) to explore how Eaton’s culture sets us apart and provides us a competitive advantage. What makes Yan so proud to work at Eaton and how does he set the tone? Take just a minute to see for yourself. Here’s a short clip. Thanks Yan! #whatmatters #lifeateaton #ethicsandintegrity
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Vadym Shakhno
I'm proud to share that Jabil was named one of America's Climate Leaders 2024 by USA TODAY and Statista! This ranking is based on the company's reduction in Scope 1 and 2 greenhouse gas (GHG) emissions relative to revenue between 2020 and 2022. Check out our 2023 Sustainability Progress Report to learn more about how we beat our GHG emission reduction goals two years ahead of schedule: https://lnkd.in/eackcdyW #Sustainability #ClimateLeaders
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Mounir Fawzy
Whatever size of the business, digital transformation has become one of the hottest topics within the industry, with 74% of organizations considering successful digital transformation a top priority. Discover the technologies industrial companies are turning to in our latest blog http://spr.ly/6001elml7
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Eric Villeneuve, CPA, CA
You want changes in your employees’ behaviors? You want them to come back to the office! Make it fun!!! Make changes! This VW fun theory video demonstrates the power of space. How changing the space drives a different set of behaviors! It is clear by watching the video that people naturally decided to do things differently because it was fun, and the space encouraged it! Do the same in your work environments. Your employees will be thrilled to come back! Change is fun! https://lnkd.in/ercSUXH2
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Ronan MARC
2024 first-quarter results: In a building market in retreat, Legrand reports lower sales and good margin resilience in Q1 - Sales: -3.7% excluding exchange rates and Russia - Adjusted operating margin: 20.5% of sales - Net profit attributable to the Group: 13.6% of sales 3 acquisitions announced since the beginning of the year 2024 full-year targets unchanged Legrand first quarter results for 2024 are in line with our expectations in terms of both revenue and margins, as well as free cash flow. In Q1, the building market that represents approximately 80% of Legrand's revenue experienced a marked slowdown across most geographies, as expected. Against this backdrop, our limited decline in revenue and the resilience of our margins and free cash flow highlight the strength of our business model, the solidity of our market positions, and the execution capabilities of our teams. In this context, we are continuing with our strategic investments in order to fully benefit from our markets’ recovery. Thus far this year, we have announced three acquisitions, and will keep up the strong pace of external growth in coming quarters. On the innovation side, we will be launching a large number of iconic product lines this year, including the Céliane range of wiring devices in France. Moreover, the remarkable success of Legrand's first international employee share ownership plan testifies to the Group's investment in its teams and to the confidence and full commitment of its employees.” Link to the press release, presentation and release call webcast (8:30am Paris time) : https://lnkd.in/emkV6wV9 #Legrandimprovinglives
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Josh Huber
Hello network! I want to take just a couple of minutes of your time to say thank you again for all of the many congratulations and kind words of support when I announced my new role just over 90 days ago. Hearing from friends, colleagues, and connections new and old was an incredibly encouraging way to take on a new challenge. I've made some observations in my first few months in a new role that I'd like to share with you. I know most of my network is built from those I've met at career fairs and other recruiting events so maybe this will help you as you navigate some of your early (or in my case mid!) career decisions. 1. Changing roles feels pretty weird when you have been in one for a long time! My career trajectory from intern to director has largely been vertical outside of consuming more to the core role in which I started. That was a calculated decision for me but the more I've seen, the more I realize I had no clue what all was going on outside of my bubble. If I could go back and start again, I would definitely more seriously consider moving horizontally in the earlier years. 2. Promotion doesn’t always mean more! Of course there was more compensation, but in my case, I actually moved to a team in development which for me meant I lost my direct report and went from an office back to a cube. I’ve adjusted and it’s really helped me assimilate into the team faster but was a bit of a shot to the ego initially… not a bad reminder that we are all still a work in progress. 3. Learning can come in many forms! I was considered an expert for our business in my last role, but over here, I’m learning along with everyone else as we continue advance into new technology and the world of AI. Moving roles reinvigorated my desire for learning and I’ve been fortunate to attend many sessions listening to the worlds most intelligent people navigating this quickly changing landscape…not something I would have taken advantage of in my last seat! I’ll leave you with this quote from John Maxwell and ask that if you have a story to share or would like to connect, please reach out! “Change is inevitable. Growth is optional.”
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Charles Forsgard
Last week, I retired as the VP of Global Sales for the Sensing business at Honeywell, concluding 80 months in that business under the inspired leadership of Sarah Martin. This caps off a sales career that started in a humble little Radio Shack in Cohasset Massachusetts back in the summer of 1982, working my way through college as a salesperson. In that time, I have been so fortunate to work with some of the best salespeople and sales leaders in the business. So many of them were willing to take a young idiot under their wing and teach him the ins and outs of our profession, that I cannot possibly list them all here now - but I owe deep thanks to each and every one of them. Over this career, I've learned a lot of valuable lessons, many of which were covered in my book, "Stop Kidding Yourself - The way that you are managing your salespeople is not helping them". The five most important ones boil down to this: 1. Sales is a noble profession. No company can ever make any money unless someone sells what they produce. 2. No deal is ever won by just one person – selling is a team sport. The more you engage the rest of your team, the more successful you will be. 3. The most important thing a salesperson does is sit with a customer and create demand. Anything not tied to preparing for, executing, or following up on those visits should be questioned. 4. The most important thing a sales leader does is coach and enable their salespeople. If a salesperson is not getting the coaching that they need from your manager – they need to demand it. 5. Proactive selling works. The sellers who take the most initiative are guaranteed to sell more and exceed their goals. I won't be completely focused on golf and goofing off. There is another book to write and I'm hoping to teach about sales and sales management. I will also be doing some consulting and sitting on some boards - so you just might still see me out there. Finally, more than anyone I have to thank my wife, Susan Forsgard, MBA, for her perpetual support, counsel, and partnership. She taught me the true value of what sales and marketing can do when they team up. She never begrudged the travel or time that it took to do this job right. I could not have done this without her.
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429 Comments -
Arianna R.
To stay ahead in the global supply chain, the Jabil team is focused on improving visibility, collaboration, resilience, decision-making, and efficiency through data and analytics. My colleague Alan Brown, VP of supply chain transformation, says it best: “When crises do occur, we have all the data organized and at our fingertips. We can navigate through the challenge quickly, minimizing our time to react and time to recovery to avoid long-term impacts to our operations.” Read his full Q&A in Supply Chain Digital:
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François BEAUME
Sonepar is committed to a sustainable future: as the leading distributor of energy-efficient products, the Group is in pole position to pioneer the energy transition and prioritize sustainability, involving all stakeholders: associates, customers, and suppliers. Today, Sonepar is proud to release its first Environmental and Energy Transition Policy to reaffirm its concrete commitments. 📜 🗺 But that's not all! Take a look at over 200 actions that are taking place across the Group through their interactive sustainability map! From waste management programs in the USA to solar panel installations in Germany, from offers and services in Brazil to low carbon fleets in Italy, read all about how Sonepar is working, every day, to pioneer the energy transition. 👉 Discover the Environmental and Energy Transition Policy: https://ow.ly/w45U30sCYon 🌐 Open the Sustainability Map: ow.ly/qa5e30sCYfI #Sonepar #PoweredByDifference #WorldEnvironmentDay #EnvironmentalPolicy #EnergyTransition
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