Claudia Ferrer, Mba Email & Phone Number

Miami, Florida, United States

Belle, Missouri, United States

CORPORATE PROFILE: An Agriculture & Animal Feed company with ~15 employees. RESPONSIBILITY PROFILE: I am responsible for defining the company’s vision and direction, including sales and GTM strategies, talent management, innovating continuous improvement, customer retention, new business development, optimizing supply chains, and driving financial planning/health.ACHIEVED IN THIS ROLEGO-TO-MARKET STRATEGY / MARGIN IMPROVEMENT / INTERNATIONAL EXPANSION / REVENUE GENERATION• The company sought to enter the US feed additive market but lacked brand recognition. I was charged by leadership with developing a GTM strategy. I assessed customers/competitors/markets/regulations, hired multi-functional leaders, adapted R&D, created content marketing, and established reliable supply chains/logistics networks. This increased revenue growth by 15X in year one. The declared SOP will be duplicated for all US product releases.NEW MARKET PENETRATION / CHANNEL STRATEGY / E-COMMERCE DEVELOPMENT• Discovered an opportunity to penetrate D2C sales channels in the emerging market of backyard poultry keepers. Over 90 days and with a minimal budget, I gathered market needs and competitor strategies to align two commercial products with demand, established branding through retail partners/social media/promotions partnerships, optimized order fulfillment/inventory, and collected feedback. Within 90 days, these efforts launched the D2C business (BetterFlock) and established a ~75% month-over-month growth trajectory.TEAM LEADERSHIP / CHANGE MANAGEMENT• The Board charged me to migrate toward a fractional CEO model. I evaluated feasibility/benefits, identified HiPo leadership candidates, and communicated change to key stakeholders. I also delegated daily operations to successors, defined responsibility profiles, integrated a transition plan with governance, and updated strategy while guiding high-value functions.

Belle, Missouri, United States

ACHIEVEMENTS CONTINUEDThis instantly reduced payroll, maintained 0% voluntary attrition, and created an adaptable organization with clear leadership. This Best Practice was duplicated to create a Fractional CFO.TECHNOLOGY INTEGRATION / BUSINESS & IT STRATEGY• Determined the startup did not have the technology to support the sales lifecycle. I became endeavored to identify a solution to support CRM/sales operations. I defined objectives, assessed vendor demos/costs/benefits, collaborated with Zoho for customization, conducted pilots, and monitored performance/feedback to update/upgrade. Despite lacking in-house IT, the implementation was declared an SOP/Best Practice, produced individual performance insights, accelerated sales cycles by an average of 25%, and bolstered reporting.BOARD GOVERNANCE / ELT RECRUITING• The company required a BoD and governance structure but needed guidance. I engaged family members and key stakeholders to identify goals, assembled a Board with clear responsibilities/documented policies, and engaged legal for governance structure. I then updated shareholder agreements and headed training to all parties over a 90-day span. This new SOP organized decision-making/accountability while promoting shareholder trust, strengthening strategic alignment, and increasing acquisition potential.

Miami/Fort Lauderdale Area

CORPORATE PROFILE: A Home Décor Design & Manufacturing company with ~20 employees.RESPONSIBILITY PROFILE: I reported to the President with 10 direct reports. I was responsible for developing sales strategies to coordinate accounts, forecast performance, and maximize market opportunities. I recruited/mentored a sales team to expand market presence, form strategic partnerships, and drive revenue growth initiatives. I also cultivated long-term customer relationships through needs evaluations, conducted market/trend/competitor research, and led the end-to-end revenue generation process, including pricing, negotiations, and pipeline management. Prepared analytics-based reports for senior leadership to influence strategy and performance.

Hallandale Beach, Florida, United States

RESPONSIBILITY PROFILE: I reported to the President with 10 direct reports. I was responsible for augmenting efficiency/productivity/customer alignment across daily operations, continuously identifying opportunities to drive change. Personally influenced brand-forward, cost-efficient product development through trend/customer preference/market demand analysis to align the efforts of Graphic Design, Product, and Inventory teams. I also gathered external feedback and monitored KPIs to drive iterative improvements and quality enhancements.ACHIEVED IN THIS ROLEATTRITION REVERSAL / CULTURE TRANSFORMATION• I was recruited by the President to lead a turnaround. Led SWOT, evaluated competitors/internal capabilities, defined core values, aligned Product Development/Sales, recruited/mentored essential roles, and integrated communication technologies/channels. This quadrupled staff, restored employee engagement, nearly eliminated voluntary attrition, and instituted a performance-based culture that increased revenue by 30% and customer engagement to expand active SKUs by 25%. The strategy was deemed an SOP/Best Practice, and responsibilities were expanded to lead sales operations.REVENUE OPTIMIZATION / SALES TURNAROUND / ACCOUNT DEVELOPMENT• I was promoted by the President to stabilize key accounts (Kohls, Burlington, HomeGoods, At Home) and drive long-term performance. I audited accounts to tailor strategies, crafted data-driven pitches/pricing, streamlined processes, and led in-person engagements to foster relationships. The new SOP/Best Practice reversed declining trends, broadened account assortment, and established customer credibility to promote consistent YoY growth/profit. Was promoted to VP, Sales & Business Development.

Miami, Fl

CORPORATE PROFILE: A Legal Services & Trial Technology company with ~400 employees. RESPONSIBILITY PROFILE: I reported to the President and was responsible for engaging decision-makers at top US law firms to understand trial needs and tailor/implement solutions as the company’s Trial Technology services SME. I designed customized proposals, fostered key stakeholder relationships, coordinated pricing, and led final contract negotiations for deals of up to $1M.ACHIEVED IN THIS ROLEKEY CUSTOMER NEGOTIATIONS• The company was entrenched in a bidding war to support a case with $300M in exposure. I was tasked by the President to devise a winning sales strategy. I researched background and interviewed stakeholders to gather requirements, assessed competitors, customized a pricing proposal that educated the client on unique value propositions, and headed follow-up negotiations with decision-makers. These actions secured the engagement within one week, became a duplicated SOP/Best Practice, and my role was expanded to oversee deal-closing mentorship.

Miami, Florida, United States

RESPONSIBILITY PROFILE: I reported to the SVP, Trial Technology. I was responsible for executing contracted concierge services with full availability, guaranteeing quality assurance under stringent deadlines, and overseeing strict budgets. I created/administered highly customized project plans involving internal/client multi-functional stakeholders with integrated upsell opportunities, resource allocation, and proactive risk management. I also fostered a collaborative, high-performance team culture by coaching mid-level project managers, communicating with key internal/external stakeholders, and leading multi-functional teams across eight offices to disseminate best practices and deliver solutions.

Miami, Florida, United States

RESPONSIBILITY PROFILE: I reported to the President with ~35 direct reports. I was responsible for operational performance, development, quality, and excellence of the department leads and staff across three cross-functional technology divisions. Championed professional growth through annual performance reviews, staff change management, and comprehensive project/production KPIs.ACHIEVED IN THIS ROLEQUALITY TRANSFORMATION / INTERDEPARTMENTAL COLLABORATION• The rapidly expanding production department lacked QC measures. I was charged by the President to implement a workflow QC model after previous attempts had failed. I then interviewed stakeholders to gather insights, clarified roles/responsibilities, introduced daily communication cadences, created guidelines for tasking/rush work, designed/standardized work order requirements, integrated two QC checkpoints, and guided the 60-day implementation. This immediately improved quality and strengthened cross-functional collaboration while improving client satisfaction QA rates to 90%+, and it became a duplicated SOP/Best Practice across all eight offices.

Master Of Business Administration - Mba, Finance

B.A., Political Science