Manage inside sales function, especially facilitating relationships and strategies with internal functions. Responsible for deep analysis and reporting, development of sales tools to include CRM and leads from Dodge and Chain Store Guide, and act as owner of CRM, and team Vital Factors accountability process. Facilitate Global Account and other special logistical and other requirements. Responsible for all training and product introductions to the field.

Responsible for Aftermarket Revenue for Bobrick, Koala, Falcon (2012 on), and Gamco brands. Since 2017, additionally responsible for overall revenue (construction + aftermarket) for half of our domestic Sales Management team. Reversed the division’s previously negative sales trend by 2009, and since then have consistently grown division by 8%+ CAGR. In 2012 the Falcon cartridge brand was added to the Bobrick-Koala Aftermarket sales portfolio, generating an incremental 8% of revenue growth. In this executive role, I am responsible for developing and implementing sales functional and sales organizational development strategies, also strategically coordinating with Marketing and Customer Service. Accomplishments in this role include: development of Sales Managers to achieve revenue growth and personal development goals; development of Representative Agencies, including replacing underperforming agencies with top-tier performers; establishing sales and administrative processes and accountability including: detailed sales / vital factors reporting, annual territory development plans for representatives, Sales Manager meetings, routine execution calls with all Sales Managers, CRM sales funnel reporting and execution; Sales training to introduce new products; initiating sales collateral materials including e-blasts, iPad presentations, web based training, Restroom Survey / Product Selector app, and an end user customer information site; developing National Sales Meetings; Developing the role of an executive level National Accounts Sales Manager. I executed deep analysis and made recommendations as a corporate Strategy Team member, conducting industry analysis using the Porter 5-forces Model as the foundation for Bobrick's Long Term Strategy Formulation.

Being promoted to Field Sales Manager reflects consistently superior and largely independent execution of all aspects of Sales Manager responsibilities, especially including advanced negotiation skills and responsibilities for onboarding new Sales Managers in other regions. Accomplishments include: in addition to being the top performing region during this time period (average growth > 12%), I was responsible for the training of two new sales managers; I also generated an Architect Strategy for one Sales Meeting and an End User Customer Strategy for another Sales Meeting.

The Regional Sales Manager position is accountable for execution of all sales and marketing strategies within the assigned region with moderate oversight. My responsibilities included management of approximately a dozen independent representative agencies, selling to multiple hundreds of active distributors. Accomplishments include: achieving revenue quotas on a regular basis; presenting a sales meeting workshop on sales tactics for an innovative new toilet partition product, executing several improvements to established distributor programs, and conducting peer training on effective presentations.

The Area Sales Manager position is a developmental opportunity for an experienced supervisor to learn Sales Management skills with a fairly high degree of oversight. This position developed my: professional sales skills, advanced management skills with representative agencies, understanding of the channels sold into, managing relationships with major local and national distributors, tailoring Marketing and Sales strategies to individual markets, recruiting and onboarding new representative agencies, execution of distributor and buying group agreements, analyzing sales data by sales agency to uncover trends and opportunities, reporting field activity, and presenting successes and areas to attack. The challenge of managing a significant number of representatives and distributors with limited experience significantly developed my administrative efficiencies.

Prior to my roles in Sales Management, I was part of the Management Development Program, considered a high potential employee and earned a succession of promotions with progressing responsibilities:Customer Service Partitions Supervisor 12/98-11/99Shipping Supervisor 8/96-12/98Mirror Factory Supervisor 6/95-8/96Architectural Services Representative 4/94-6/95