Craig Boas Email & Phone Number

Minneapolis, Mn, Us

Livingston, Montana, Us

I was brought back to PFL to streamline the lead gen initiatives of the outbound BDR team. I had to reframe the groundwork and foundation of what we needed to accomplish. With a dialed in ICP, we needed to focus on the right activity to the right people to drive the meetings needed to generate the pipeline our AEs needed. The machine was not working so I repaired it. The results - increased SQL per BDR and increased pipeline. By collaborating with marketing and sales (and digging into what the team was focused on), I was able to impact pipeline within 30 days through some basic blocking and tackling. Within 60 days I had created an account ranking system (my NBA list) and the focus of ICP got tighter. The NBA ranking included prospect journeys, verticals, size, tech stack (specifically marketing automation platform), and recent activity. This NBA list offered guidance to the BDRs and AEs. Look-a-like efforts are also a major priority for the BDR org. When I returned in Feb 2023, the focus was too wide and too loose. I created a hit-list of necessary accounts to penetrate solely based on our top accounts. This focus allowed the team to narrow in on specific accounts (within our ICP).

New York, Ny, Us

Livingston, Montana, Us

Helping drive efficiency and remove blockers so our amazing CSMS can deliver exceptional #customerservice!

Livingston, Montana, Us

-Led our BDR team to first half of year SQL goal in 2021 (before transition to CSM org)-Led our BDR team to their SQL goal in 2020, during a global pandemic-Established processes for BDR team (from Outreach.io sequences and direct mail collateral to ICP)-Helped PFL focus on ICP and establish our persona-Doubled average SQL per BDR, despite pandemic-Delivered to PFL exactly what was asked: Monthly/Quarterly SQL Predictability, Increased Daily Activity/Production, BDR On-boarding and scalability, team accountability, and Weekly Transparency into the health of the BDR org-Work directly with President, CMO, VP of Sales and other leaders to maximize BDR production-Work alongside two amazing BDR Managers who drive daily accountability with our team and both got promoted in July 2021-Our department helps businesses win, through meaningful interactions - Basic use cases include top of funnel pipeline creation, sales acceleration, events/webinars, and account retention.PFL is a marketing technology company that provides sales enablement and marketing automation solutions, as well as printing, mailing, and fulfillment services. We directly connect B2B organizations to cutting edge solutions that accelerate productivity and drive business forward. PFL helps marketers and sales people cut through the digital clutter with high impact tactile marketing integrated with the systems they already use!

At HRtisan Solutions I created a Managerial-Development program (for mid-level managers and higher) focused on people, culture, accountability, change management and more. This program was versatile for companies of all sizes - and we kept development the backbone of each lesson we created. With the landscape of the workforce changing, we knew it was vital, now more than ever, to encourage organizations to develop their talent! In short, you want better managers and your managers want to be successful. That was our goal - to train soft skills, customer service, and solution-oriented leadership skills.

Denver, Co, Us

As Director of Sales I was responsible for the continued exploration and testing of new ways to optimize our sales force. I worked closely with our VP of sales, business partners in HR and Operations, and help develop our front-line management team. People development was my true strength in this role. Communication and Opportunity identification were incredibly important to my success as Sales Director as well. While headcount continuously fluctuated, as of October 2017 I had 14 direct managers and over 250 lead gen, BDR/SDR reps reporting up through me. The outbound activity of our Business Development teams/Sales Development teams, in addition to marketing help, and better pipeline management with Salesforce.com (our Customer Relationship Management (CRM) system) helped us generate over $60M in new business and ~20,000 new units/relationships. Our Sales Process and our sole focused was on New Business Opportunities - originating new business as opposed to renewals.Other notes: In October of 2015 we changed our sales model from a single role to a three role approach. This change helps better train and develop our employees in addition to offering a better transaction to our service providers (SMB's in a Business-to-Business (B2B) world). My responsibility was to assist in the transition and to help optimize each of the three roles: Discovery (BDR/SDR), Eligibility (BDR/SDR) and Senior Sales Consultants. In August of 2016 my focus as Director changed to our 130+ person Eligibility division. The responsibility of our division is to take ineligible to advertise service providers and help them become eligible through cold calling, warm calling, qualifying prospects, education and technology. Our teams focus on lead generation, high daily activity and deep penetration into our ineligible pool of service providers. In early 2017 I was responsible for all lead gen (meaning both the Discovery and Eligibility teams - 14 teams, 250+ employees).

Denver, Co, Us

As a Sales Section Manager I was responsible for overseeing our Health & Wellness vertical team, in addition to five traditional sales teams, a sales force of roughly 120 employees. I also took on pilot projects that explored new ways to maximize productivity by utilizing leads from our Business Center, in addition to being an incubation section for vertical based selling. Solution based leadership - trying to make our sales organization more efficient and find our future sales model. Throughout the year, my section launched a holistic sales team focused on flooring sales (origination and renewals) along with a similar pilot focusing on pest control sales. We levered specific industry training, marketing, operations, our award winning pub department and others to drive overall production around specific KPIs. Near the end of 2014 we prepared similar teams focused on masonry/concrete, outdoor living, landscaping, moving and painting. I also oversaw two specialty sales teams as a SM, those being our NTR products of Honor Roll and Featured Service. This role was created for 5 of us that were considered advanced leaders that were good at Sales & Marketing Leadership

Denver, Co, Us

For over 4 years I trained and hired new account executives. While I managed "hunters" in the sales and marketing world, I train new employees to focus on customer service too. I believe that a sales executive that can balance the needs of the customer and their own personal sales goals becomes a better (and more well-rounded) performer long-term. I also purposely hired future leaders that could be given tasks to help train, learn territory management and coach our team of 25+ inside sales executives. Tech-savvy was a plus but soft skills/people skills, the ability to conduct team training and sales skills were a must! Empowering future leaders and, ultimately, managing my replacement was something I proudly did! For a short while I was tasked with managing our outside sales team that was focused on the health & wellness vertical. Business-to-Business (B2B) sales is a little different when transitioning from home service SMB's to doctors. Learning how the team successfully managed through face to face negotiation was interesting. This role eventually was handed to a new manager, as I evolved into a Section Manager.

Denver, Co, Us

New York, Ny, Us

Bachelor Of Arts (Ba), English Literature And Telecommunication

Education record