Brad Murphy Email & Phone Number

Greater Chicago Area

Strategically managing product sales growth at some of the largest national retailers in the hardware and home improvement segment.NDS is the leading manufacture of storm water control systems and drip irrigation systems for both commercial and residential markets. Their products are sold through a network commercial distribution and national retailers. www.NDSPro.comNDS, Inc. is a subsidiary of the Norma Group.

Johnson Creek, Wisconsin

Schiller Grounds Care, Inc. (SGC) engineer, manufacturers, and markets high-performance lawn and garden care equipment used by professionals, avid gardeners, and homeowners worldwide.In this role, Brad reported directly to the vice president of sales and the president. He managed the sale of Bob-Cat ZTR’s and Ryan Turf Equipment via B2B sales through a network of wholesale distributors in the USA and Canada, and was responsible for sales growth in each territory. His duties included distributor marketing strategies, promotional program implementations, and distributor and dealer inventory oversight. KEY ACCOMPLISHMENTS● In addressing the turnaround of 4 underperforming wholesale distributors, Brad performed an extensive diagnostic review of sales metrics and developed a monthly reporting tool which enabled real-time monitoring of inventories, open orders, and sales. These insights resulted in a 21.9% increase in purchase forecasts, as well as increased in-season orders. ● Assigned to increase current dealer sales volumes and analyze territory market intelligence to grow the dealer base, Brad performed a rigorous analysis of the workflow efficiency and proficiency of each wholesale distributor focused on:1). Competitive environment2). Distributor's resource allocation for Schiller products3). Field sales team individual effort, skill level, and resultsIn working with both distributor managers and their outside sales teams, he was able to align their sales processes with Schiller programs, resulting in a 42% increase in distributor sales for Schiller products. ● Charged with creating a task list and strategic plan to execute the conversion of the sales team from a two-step distribution territory to a dealer-direct territory, Brad prepared an extensive report for the president which conveyed the manner in which the project was coordinated.

Lake Zurich, Il

In this role, Brad reported directly to the president. He oversaw 30 sales and operations employees whose objective was to grow B2B sales of branded industrial products in North America. His responsibilities included sales, customer support, customer retention, order processing, procurement, inventory management, logistics, IT planning, and project implementation. The goal was to implement plans and procedures for growth and operational efficiency.KEY ACCOMPLISHMENTS● In order to meet corporate sales goals in a stagnant marketplace, Brad augmented existing sales process by establishing a dedicated inside sales department. Leveraging SalesForce.com CRM, he established the team and began direct phone sales to the company’s 1,500 current equipment dealers, extending the effort to 7,000-plus engine dealers. The results surpassed initial estimates and exceeded the sales goal by 112%, a remarkable achievement in an industry down year. New dealer accounts rose by 15% while account acquisition costs decreased● As the complexity of the company’s supply contracts increased, so did the risk of “agreed terms” not being met on multimillion dollar orders. Upon thorough review of sales team procedures, Brad designed a custom sales quotation system that enabled his team to facilitate greater clarity of customer communication, which led to doubled new account acquisition.● Upon a review of the existing ERP system, Brad successfully implemented Microsoft Dynamics AX, improving the company’s sales automation, purchase planning, and customer service processes. The project came in on-time and on-budget, resulting in improved efficiency in all targeted departments and a 28% increase in revenue.● With an eye toward sustainable sales growth, and reducing the burden on the warranty department, Brad designed and implemented a solution that streamlined the claims process, reduced warranty costs by 52%, and improved customer satisfaction.

In this role, Brad report directly to the President. His responsibilities included the oversight of an 8-member sales team, as well as the IT, technical publications, and marketing development departments. He also coordinated manufacturing schedules for both U.S. and Japanese factories for deliveries to North American accounts. His mission was to position Subaru as the high-value premium brand in the outdoor power equipment market.KEY ACCOMPLISHMENTS● To quicken the uptake of new product launches, Brad was challenged by the president to obtain high growth within two years of a new product line launch. His research unearthed marketing opportunities which led to the creation of a new presentation system that produced an 80% closing rate and delivered 69.6% growth after the first full year. Revenues increased from $30 M to $100 M over the next 7 years.● The 2002 product launch was complicated by the reluctance of our Japanese parent company to accept a brand name change from “Robin” to Subaru. Brad was asked to prepare a written proposal to outline the benefits of the change and a plan for its implementation. His presentation to top Japanese management met with approval, resulting in major increase in brand awareness that helped fuel the growth cited above.● To revitalize sluggish sales growth of power equipment products, Brad converted the sales channel from a two-step process to a dealer-direct process by utilizing a manufacturers rep system and hiring an experienced sales manager. The result was a dramatic increase in both sales revenue and dealer acquisition. The company exceeded its sales goal by 162% in the first year of the change.● Seeking to capitalize on the high growth rate, Brad expanded into the big box retail market. His analysis identified experienced OEMs as partners, enabling him to secure arrangements with The Home Depot, Sam’s Club, and Costco, which resulted in greater brand awareness, and an astronomical increase in sales volume.

Lake Zurich, Il

As theIT Department Manager, Brad headed the ERP selection team in 1999. The department selected Microsoft Dynamics AX, which he implemented and took "live" in November of 2000.

Greater Chicago Area

1994 - 1996: Territory Manager1996 - 1997: Marketing Manager1997 - 1999: Customer Service Manger

Greater San Diego Area

In this role, Brad reported directly to the president. His responsibilities included managing 4 people in a $2M in sales branch office for a regional industrial wholesale distributor, and sales growth. He was instrumental in the development of a network of 300+ dealers throughout Southern California, Arizona and Nevada with product lines that included Snapper Power Equipment and Robin Engines.

Greater Denver Area

In this role, Brad reported directly to the president. His responsibilities included managing a chain of 6 outdoor power equipment retail outlet stores and an associated wholesale distribution company. He was also responsible for sales, marketing, and store P & L. He developed a successful plan to improve profit margins that grew sales 100%. He also managed a 20+ team of sales, service, and administrative personnel. Based in Denver, with outlets in New Mexico and Arizona, the product lines included Snapper, Honda Engines, Kohler and Onan generators and Shindiawa.

Engineering And Business

Mcse

High School