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Building a new open point BMW facility which is to lead new benchmarks of Sales, Service & Customer Experience success for the North America region.

Lead the integration teams post acquisition. (Data infrastructure, Financials, CRM migrations, Sales Process, Fixed OP’s, Variable OP’s, HR, Security and Customer Experience) Scaled and diversified inventory for a wider & deeper customer support demand, enhanced Luxury standards for improved guest experience & CSI scoring, implemented focused KPI’s and Leadership enabling the achievement of new performance records in both Fixed & Variable Operations. While also establishing full business alignment w/ fun, winning culture and top down support. Some YOY Improvements: +32% Fixed OP’s Margins +21% Repeat customer sales & retention +15% CSI Scoring +18% Unit growth

Reversed 7 years of MM losses to $4.1M in 2 years – through a growth strategy that set us on a trajectory of 24 months of profit – a 40-year record for this Avaya-Platinum Partner and leader in unified communications, asset management, and inventory logistic services.The sales and operations infrastructure I created is still in place today following the 2016 acquisition by Carousel Industries – a leader in cloud-based technologies, IT professional and managed services, as well as carrier service. STRATEGY HIGHLIGHTS: ► INCREASED MARGINS 10%, DOUBLE-DIGIT EFFICIENCIES, AND GROWTH ACROSS 4 BUSINESS LINES - by shifting focus on core strengths, introducing salesforce KPIs and designing/implementing compensation plans aligned with performance outcomes.► IMPROVED CUSTOMER CHURN 5% AND ACHIEVED A 4.43/5 CSAT SCORE, with customers that included diverse industry and F500 clients (i.e., Coca Cola, BAC, USPS, Federal Government), through smartly-structured deals featuring sales of high-margin, value-add products/services. ► BUILT LEADERSHIP TEAM FROM GROUND UP AND GREW SALES TEAM ∼2X that implemented a vertical marketing and sales allocation strategy.► REDUCED OPERATING BUDGET 20.9% ($3.8M) through P&L line item review, eliminating waste and T&E abuse. ► SAVINGS: Moved Corp office from environment with just 20% utilized space to a centralized operations center, and saved $750K/year by renegotiating insurance plans.► LOB GROWTH: » Repair: 36% » Logistics 12% » Maintenance + 3rd Party Retainers: 13% » Installation + Professional Services: 11.5%I managed the sale to Carousel from identification and brokerage to 60-day due diligence and 12 month full integration – ensuring 95% post-integration employment with EBIDTA bonus distributed to all SOURCE employees as part of the company’s largest profit-sharing plan. Equally important, I established healthy vendor and business banking relationships, and settled all company employee and bank factoring agreements.

GROWTH: APRU 35% | SALES CONTRIBUTION RATE 65% | SALES REFERRALS/CLOSE RATE 15% | NEW DIVISION 220%As one of just 2 Leaders retained post acquisition of Tel West Network Services, I led a strategy that increased average revenue per user (APRU) 35%, the sales contribution rate 35% to 90%, incremental revenue 26%, and sales referrals and close rate 15%. In addition, I established the company’s first Government, Education and Municipalities (GEM) division that grew 220% in 3 years and captured the company’s largest contract. By transforming an inside sales team into a hybrid customer-facing customer relations organization, we reduced churn .4 to 1.2%.

45X SALES EXPANSION | 7X MARKET FOOTPRINT EXPANSIONI built, trained, led and inspired seasoned and Top Gun teams alike – expanding our sales force from 2 to 74 and Tel West’s Texas footprint by establishing 7 operations across Dallas, Fort Worth, Houston, Austin, San Antonio and Corpus Christi. In this role, I developed and facilitated corporate sales training and development, and sales and marketing collateral, embraced as best practice, along with promotions and sales incentive plans that achieved short- and long-term targets.As a member of Tel West’s leadership team, I gathered data key to accurate due diligence that supported our position for a lucrative 2011 sale to TelePacific Communications.

#33 TO #1 | LED 15% OF PRESIDENT’S CLUB RECIPIENTSI led a team and strategy overhaul that catapulted Xspedius’s bottom-ranked DFW territory (#33 of 37) to #1 in revenue and #2 in gross margin in just 2 years –with 15% of all President’s Club participants falling under my leadership.This success contributed to our position for a $531M acquisition by TW Telecom in 2006, where I was one of just 2 leaders within region selected to remain. Taking on a role of Operations Leader while retaining sales responsibilities, I sustained 100% sales performance while also performing training and leadership development, strategic review and implementation.

3X #1 ACCOUNT MANAGER | 6X PRESIDENT’S CLUB | 71X MONTHLY QUOTA BUSTER AWARD | 3X EMPLOYEE OF YEAR | 4X EMPLOYEE OF QUARTERIn a saturated market and in the face of corporate bankruptcy and 3 ownership changes – I self-learned the high-tech telecom industry to bring in >$20M in B2B revenue. I attribute many of these achievements to the sales foundation I acquired as a Sports Club Sales and Marketing Director – where I learned the art of discovery and a structured sales process that delivers consistent results. I presented Tier 1 & 2 LAN/WAN solutions, established 344 new accounts (with diverse industry companies including Domino’s Pizza, Paaco Automotive, Coldwell Banker and First International Bank), and managed accounts from deal to delivery and beyond.