Kirk Morton Email & Phone Number

Kirk Morton is a President & CEO at West Salem Machinery based in Salem, Oregon, United States, North America. I have led companies that were the dominant market leader and the scrappy underdog. Businesses with a “premium performance/premium price” positioning are my forte and my preference. With P&L responsibility for up to $100 million in revenue, I have had a variety of titles: General Manager, President, COO, and President & CEO. My roles have taken me to many parts of the world with management of locations and teams in the Americas, Europe, and Asia. Running companies with significant recurring revenues is a specialty of mine. The businesses have had a variety of sources and structures: • A package of leased equipment with consumables and on-site service. • Companies with 30-50% of revenues from aftermarket sources. • Products with technological evolution driving upgrades in hardware and software. My varied assignments have allowed me to build a set of skills that can cut across industries, geographies, and businesses: STRATEGIC PRIORITY - I believe in “Strategy First.” I’ve had a lot of practice understanding new strategic landscapes and then figuring out how my company can best compete on the playing field. First, develop the strategy, then the initiatives and actions. The cadence is “ready, aim, fire” …not the reverse. BUILDING EXECUTIVE-LEVEL CUSTOMER & CHANNEL RELATIONSHIPS - Often, the fastest way to grow revenues is to target the biggest prospects. Selling to large corporate customers, OEM’s, or major distributors requires a different approach. Preparation is a key. It is critical to understand the market, your offering versus your competitors and what makes your solution unique, and – often overlooked – understand the motivation and fears of the other party. Finally, it is important to develop a sense for when to stop selling. EMPHASIZING THE AFTERMARKET - Every business can develop a recurring revenue stream of some sort, but it is amazing how many don’t see the opportunity or don’t make the effort. I have a passion for driving revenue growth and innovation in the "razor-blade" portion of a business and helping companies to see the tactical, financial, and strategic importance of the aftermarket portion of their business, aka "parts, consumables, service, rebuilding, consulting, & training"