As a Regional Sales Manager at Premier Care in Bathing, I managed a thirteen state region with twenty four independent sales consultants in a one call close, in-home sales structure. Sales revenue was nearly seventeen million dollars annually. Frequently, I would spend weeks or months temporarily managing regions while new managers were being recruited. At my maximum with the company, I managed 21 states and over 30 independent sales representatives. I trained 3 regional managers in that time as well. Responsibilities included all recruiting and training as well as motivation, coaching, and accountability for the reps.

As a Branch Sales Manager at TruGreen, I managed up to 30 employees at any given time. I was responsible for driving a team to meet sales budgets and maintain customer retention objectives for an eight million dollar branch. I motivated and trained a successful in-branch neighborhood marketing and telemarketing team to achieve these objectives. I was responsible for using business savvy strategies to maximize the productivity of our regional contact center which supports the branch with inquiry sales campaigns. I was responsible for developing the yearly sales plan for the branch as well as re-projections periodically throughout the year. I worked closely with the branch manager in analysis of the branch profit and loss statement and strategies surrounding the branch’s financial health. My team at TruGreen consistently hit weekly and monthly sales budgets as well as yearly budgets frequently exceeding 8,000 sales per year.

As a Regional Funding Manager at Centrix Financial LLC, I was able to acquire and successfully manage an underachieving funding team of 60 funders and increase productivity from 1,300 loans funded per month to over 2,200 in less than six months. During this time period I was able to substantially improve morale and achieve these accomplishments with no increase in staff levels. After six months, several of my subordinates were promoted to new positions and I efficiently trained new-hires to continue funding efforts with no decrease in team production. I was steadfast in training employees to focus on customer service and relationship-building to achieve these goals. The last three months of my employment, my region was the highest producing funding region in the company with the lowest error ratio.

At Best Buy, I was promoted into several different managerial positions at both the local and regional levels. I successfully managed a staff of 30 customer service representatives as an operations manager. On the regional service level, I was a customer service manager for the regional service center, and successfully co-wrote and implemented new standard operating procedure. As an inventory manager, my staff and I maintained the most accurate inventory in the nation through attention to detail and employee motivation. As a regional in-home service manager, I was able to manage a staff of four technicians and achieved the highest revenues in the company. Management included personnel management as well as dispatch and parts ordering. Finally, as an internal technical manager, I managed 30 technicians through a change in standard operation procedure and increased productivity numbers 30% inside of a year