A consulting firm assisting small to medium-sized businesses in improving profitability. Representing industry clientele including Kia’s KSS Motorsports aftermarket performance racing accessories; Traver Connect; automotive service appointment scheduling; Driven Automotive’s online pre-owned luxury and sports vehicle sales; and Exectras Inc.’s coop membership to help private businesses increase profits and reduce turnover expenses through business performance services, employee benefits services, and bonus employee perks. Working as a client advocate, Growth Visions Consulting strives to uncover opportunities, increase profits, and stimulate growth utilizing our services and sales expertise.

Transitioned into leadership position to reinvigorate a seasoned, but underperforming team facing a series of business losses. Within seven months, losses were reduced 70% by establishing new communication and developing guidelines for pre-installation meetings between installers, sales representatives, and clients, which improved product integration, utilization, and client satisfaction. Created opportunities which enabled sales representatives more time in the field to address existing customer issues, thereby reducing future client losses. These efforts increased sales by $2.75M over the previous year, an increase of 15%.

Developed and managed a new six-state Gulf Coast Sales Region. Created four new sales teams, which included hiring eight new sales associates, two new sales directors, and annexing three existing sales teams from the Western region. Created management and sales mentoring teams to assist new associates in prospecting, deal preparations, and closings, which allowed new hires to become trained and productive faster, thus increasing profitability. As a result, sales volumes increased from $48.5M to $63.5M, a 25% increase from 2005-2008.

Relocated to develop, manage, and re-structure an unprofitable six-member sales team based in Houston with territories in South Texas, Louisiana, and Mississippi. Provided additional training, education, and supervision while encouraging team members’ long-term career development. Within 18 months, the team exceeded plan, finishing at 106%. Focused on data processing sales and services, and placed increased emphasis on ancillary sales roles, including forms, supplies, and laser imaging. Refocused efforts produced the following results for the Houston Team: from 1998 through 2005, the Houston Team exceeded its fiscal plan by at least 5% for seven consecutive years of sales growth. In fiscal year 2001, the Houston Team achieved the company’s highest percent for any sales team finishing at 136% of plan and bringing in $14.8M from a single sales team, with each team member exceeding individual sales plan numbers by at least 105% of plan. Half the members of this sales team were promoted into sales director roles, and another member received a sales level promotion.

Sold to clients considered “regional consolidators” in the Oklahoma City, Tulsa, Wichita, and Amarillo areas. Merged the data processing needs of clients with 5-8 stores into a single data processing platform, reducing customer expenses and increasing process efficiency. Along with a Major Account Manager assigned to assist in contract documentation and ancillary sales, first year sales totaled $5.1M, or 150% of plan. Considered the most competitive sales position in the organization, with only one sale lost to the competition during the two years.

Achieved 105% of plan, or $1.79M, in the first fiscal year of selling to new and existing clients in Oklahoma, minus the Tulsa metropolitan area, by focusing on new client relationships in previously under-served rural areas and upselling products to existing customers. Increased territory in 1991, adding Kansas, minus the KC metropolitan area, and focused on client retention, building relationships with under-served rural clients, and developing rapport in competitor-held dealerships. Concentrated on competitive sales opportunities, termed “competitive unhooks,” that provided the most profitability to the organization. Sold at least four competitive unhooks annually; and in 1992, sold eleven unhooks, the highest number in the organization, which brought in an additional $4.4M. Achieved at least 105% of plan for each of the five years in this position.