• Create tailored experiences for clients as the sole consultant at PL by focusing on their properties and identifying potential projects early on for our engineers to develop business cases. Build relationships with site contacts while collecting a range of pictures of their equipment, gathering information on current budget constraints, opportunities, and areas of focus for the board or ownership. • In six years at PL, despite missing over a year and a half of sales time due to COVID, when PL, being a smaller firm, needed to temporarily let me and other sales staff go, I was still able to grow my book of business from an initial $4,000 order in July 2018 to $1,050,852 by the fiscal year ending in July 2023.• Collaborate with Operations Manager to identify and select projects from site visits. Manage task list with the Manager to ensure team meets established expectations and turnaround times for the client.• Prospect cold-calling pool and gather all necessary information to begin process of acquiring new clients. Conduct follow-up calls, track and manage leads through CRM tool, to continuously develop future clients.• Collect clients account receivables; advise administrative team on invoicing and follow up directly with client for payments. • Cross-functional partnerships with multiple teams in leading and collaborating on projects and client operations, such as setting up site visits and meetings, organizing tradeshows, and coordinating vendor deliveries.• Comfortable selling multiple programs/platforms, ranging from engineering services to construction projects, including specific programs such as SaveOnEnergy and Enbridge.

Account Manager• Developed a book of business in the Markham, ON region through a combination of cold calling and growing existing businesses, for a value of $5,000/month which I grew to a range of $75,000 to $95,000 • Had smaller to medium sized businesses at starting point, was able to grow this business to the point more staff was brought in to support the quoting and logistics of the increase of business.• Combination of driving to appointments, set schedules to drop in, cold calling and order generation.• Worked with my clients on larger volume pricing and offering to modify and stock product so they wouldn’t have to tie money and space at their facility.• Cold called phone and in person meeting, then secured a later meeting with my Regional and today it is still one of their (current) largest accounts. Great compliment to be brought on by one of my and the branches best clients in PL Energy Services. Can't wait until June 18th!

Branch Management:• Managed HD Supply’s largest sales branch with an annual target to generate over $6 million in net sales, with over 3000 visitors a month.o 2013: Branch running at -18% to target March, brought up 20% to finish at+2% growtho 2014: First 4 months over 20% growth, Accomplish Target for yearo 2015: 94% to target by July 2015o STAM/Pipeline Sales Report working action item, details and action plan for 10-15 current accounts, some that were transition to Outside Sales Rep. Grew accounts, main focus growth all the accounts to a point of needing Outside Sales Rep.• Revamped New Account Generation program by over 1000% within 6 month time period 2014 vs. 2015. Program rolled out January 2015 and generated over 600 new prospective new account leads.• Transitioned over 100 traditional pay-at-counter accounts to COD within first year 2013, reducing staff transaction time at counter by 50%, and increasing accountability and tracking by 100%.• Responsible for securing 6-8 of top 10 new Branch specific accounts in 2014, bringing in clients from new accounts who were not previously loyal HD Supply.• Manage 10 direct report employees, providing guidance on career paths, mentoring to assist each member to meet sales goals and objectives. Encourage team to interact with clients on the branch floor to meet their objectives of selling add ons, complementary products, and flyer features, thus increasing branch sales.• Provide individualized management with each team member, daily review Branch Sales Team Daily Metric Performance. I.E orders entered, average customer spend, average lines per order, and profit margin. Coach members on how to continually improve performance.• Guide staff to become relationship based sales team rather than transactional; continually impress upon staff importance of creating a true selling atmosphere by taking ownership of sales process and growing their book of business, not just relying on initial customer requests.

Territory Sales Representative, May 2012 - October 2012• Within 5 months was promoted to an outside sales role covering Southern Ontario.• Responsibilities included; cold calling prospects, securing face-to-face meetings, requests for quotation and market evaluation.• Oversaw the quotation process from inception to Managerial sign-off.• Managed day to day relationships with clients.• Monitored inventory for key accounts. • Creation and execution of Marketing and Advertising initiatives.• Expanded both territory and sales to unparalleled levels in a 3 month period.

Inside Sales Manager, October 2011 - May 2012• Directed all incoming inquiries; showroom/walk-ins, phone calls & web based requests to sales office.• Physically assisted in the fulfillment of customer orders.• Implemented a successful up-selling strategy.• Managed the Tool Repair Program.• Monitored Internal Stock Program (ISP) and tracked purchase orders and min/max requirements for internal stock needs.• Maintained, cleaned & merchandized showroom daily.• First response on incoming calls assisting customers in the quoting, ordering, tracking of their orders.• Assisted in the collections of past due accounts and proactive accounting measures to remind customers of upcoming invoices that were due.

Business Development Manager, Woodstock, July 2008 - July 2010• Took Branch through a recession that was #3 in sales and 20%-30% profit margins. Increased the store to #2 while implemented successfully 4% freight program, price increases, new accounts brought on providing the store in 2010 over 50% profit margins and pre recession sales numbers• Responsible for assisting planning & determining sales goals, monthly and yearly for the store itself and store personnel (up to 8 people within my branch).• Motivating, advising and assisting my employees at hitting aggressive sales goals, while developing their talent to prepare them for larger challenges and tougher responsibilities.• Managed and responsible for the day to day sales with the Top 15 clients of a 145 monthly client branch.

General Manager, Elmira, September 2005 - July 2008• Awarded the responsibility to open new branch in 2005 in Elmira• In charge of organizing the set up of the entire store and setting up the offices.• Optimized $5000/month in sales from the local Waterloo branch to $100,000/month within 1 year• Supervising and managing 3 full-time and 1 part-time employees by July 2008.• Generated one of the best looking and most visited sales showrooms within the Branch system

Assistant Manager, Oakville, March 2003 - September 2005• Assisted management with achieving monthly and yearly sales goals set by corporate.• Managed multiple tasks while driving the sales of the branch and “branding” our service to customers resulting in top of mind awareness.• Successful at taking a $30,000/month struggling business to a successful $85,000-$100,000/month branch.

Outside Sales Representative, Stoney Creek/Cambridge, April 2001 - March 2003• Responsible for 40 customers a month with sales ranging from $20,000-$30,000/month.• Achieved ‘growth expectations’ of 25% year over year with a customer base of 20-30 customers.