Sales Program Overhaul | Data Analysis | | Long-term Strategy | Hiring | P&L Management | B-C, B-B Sales | Promotions/Marketing | Sales | Policy/Procedure Development | Sales/Service Program Design | Leadership Development | EOSRecruited to direct a team of 60, which includes sales and service managers, program manager, service and sales-support, administration and A/R in order to overhaul the selling program.Orchestrated the growth of the sales department while establishing a competitive sales force with a stable conversion rate in a weather related industry. Scope of accountability includes: strategic planning, competitive analysis, market positioning, Hiring, new business development, new product introduction, staff training and development, building/maintaining customer relationship.Worked directly with the Advisory Board as part of the Senior Leadership Team to set company strategy, lead core initiatives and establish organization-wide policies and procedures.  Increased in-home conversion by 18.3% Decreased cancel rate by 22.4% Decreased post-sale production cancel by 31.6% Increased non-weather related product mix revenue by 35% Increased run-rate by 13.4% Decreased post-lead average ticket loss by 31.1% Increased retention rate across all teams by 34%Other achievements as part of the leadership team: introduced two new product lines, fully staffed all managements and support positions through new hiring process, diversified install teams to accommodate shifting product and service needs, realigned credit offering to support market dynamics, shift marketing campaign strategy in respond to new competitive landscape.

Sales Program Overhaul | Long-term Strategy | Market Utilization | P&L Management | Overcoming Objections | Promotions/Marketing | Sales | Policy/Procedure Development | Sales/Service Program Design | Consultant Mentoring | Data Analysis | Leadership DevelopmentPromoted from sister company Feldco. Tasked with turning around an office struggling with a host of stagnating issues including low sales numbers, operational bottlenecks and ineffective customer service methods. Created a brand-new selling program which consisted of a logic-based presentation and a physiological approach to sales that is an accumulation of 18 years of sales mentorship and field experience in an outside sales one-call-close environment. Shaped a paperless, tablet centered selling process comprised of: a digital presentation, a cloud based pricing, an e-contract and the post-sale related documentation. Collaborated with Administration, Project Management and Production departments to repackage the product offerings therefore streamlining the selling process, reducing cycle time and raising revenues. Repositioned the company as a local industry leader during the pandemic by dynamically monitoring and modifying the in-home customer experience when close contact needed to be limited. Actions included: contactless appointments, a pre-qualification process and a post-sale adaptation. The organization experienced a seamless transition while navigating through supply chain challenges and a labor shortage.  Expanded sales from $11.3M to more than $15M in net annual revenue. Raised Sales Profit Margins by 22%. Reduced production holds (supply chain shortages, collections and legal) by 45%. Reduced sales force attrition rate by 32%. Improved company’s quality scores (Net Promoter Score) by 27%. Improved sales Gross-to-Net ratio (cancelation rate) from 61% to 69%. Raised Dollar-per-Lead value by 54%.  Increased average ticket by 57%.

Long-term Strategy | Market Utilization | P&L Management | Overcoming Objections | Promotions/Marketing | Sales | Policy/Procedure Development | Sales/Service Program Design | Consultant Mentoring | Data Analysis | Leadership DevelopmentHired to run, develop and maintain a salesforce skilled at converting opportunities into revenues, focused on the customer home as the point-of-sale. Utilized a four-tiered strategy of recruiting, training, retention, and selling alongside post-appointment rehash program (Reignite non-sales revenues). Refocused on revenue sources emerging from add-on products, cross-selling and vertical integration of service and maintenance calls.  Improved office sales from $19.2M to more than $22.7M in net annual revenue by focusing on improving sales techniques, add-ons program overhaul and cycle-time. Increased sales force by 30% while reducing turnover by 45%. Improved sales Gross-to-Net ratio (cancelation rate) from 71% to 78%. Raised Dollar-per-Lead value by 22% by reducing cancellations, leveraging credit utilization and establishing a post-sale retention program. Increased lead run rate by 9% through sales force coaching and a new reset program. Met and exceeded office sales goals 9 months out of 10. Improved district quality scores (Net Promoter Score) from 89% to 93.5%. Raised Sales Profit Margin by 7%.

We are the US partner of Nobilia, the largest kitchen manufacturer in the world today. Nobilia is located in Germany and is making high-quality German kitchens comparable in quality to known German brands such as Leicht, Poggenpohl and Bulthaup. Due to Nobilia's high volume production (2,850 kitchen a day!) and their high level of manufacturing efficiency, Nobilia kitchens feature an exceptionally high level of quality at affordable prices. We also represent two of the top premium European brands. Leicht from Germany and Team7 from Austria are exceptional premium European kitchens. Europe has long been recognized as the global center for trendsetting kitchen design and production. We are proud to be a key supplier of these exceptional kitchen cabinets in the US.

* Successfully improved office sales from $4.7M to more than $10.5M in net annual revenue through a comprehensive organizational realignment—hired more staff, built a culture with less turnover, improved sales techniques and devoted to trusted customer service.* Performed previously overlooked sales data analysis to build a prospective client list among 42 stores in the Chicago area.* Improved standard retention rates of clients for in-house service sales from 68% to 74%.* Designed and executed strategic business plans focused on high-ROI opportunities including promotional events at trade association meetings, aggressive customer correspondence, and improved relationships between brick-and-mortar stores and outside sales consultants.* Regained business from lost accounts who had ordered from competitive brands/companies by strategizing to market proprietary and profitable product lines, reforming strong customer service relationships.* Led account diversification, expanding existing relationships and partnering with reps/managers from top vendors to increase market share and reach sales goals through promotional strategies.* Developed new communication strategies and created an overall positive atmosphere, which heightened accountability, enhanced morale and performance and led directly to an increase in staff compensation.* Met and exceeded office sales goals 13 months out of 15.* Increased office sales production by 250% in 2014.* Increased sales force by 180%, from 6 to 11 sales reps.* Lowered revenue loss by 30% and boosted retention from 55% to 74%.* Won District of the Month five times in 2014, competing with 50 offices across the company.

Promoted due to an exceptional record of YOY sales increases, exemplary management skills, and trusted brand enhancement initiatives. Oversaw regional and local sales management and their staff, short- and long-term district sales performance targets, broad improvements to customer service across the district, multimillion-dollar budgeting, dealer / distributor relationships, sales potential on new & existing store locations, and district shipping operations. Drove add-on sales of home services, installations, and products to complement home improvement purchases originated by customers.* Met and exceeded office sales goals every quarter in 2012 and 2013.* Increased Office Sales production by 170% in 2012 and 130% in 2013.* Increased Sales Force by 140%.* Lowered revenue loss by 20%.* Won District of the Month 9 Times out of 24 months between 2012 and 2013, competing with 49 regional offices.* Won Sears Masters award twice for exceptional district performance.

Oversaw the staff, sales performance targets, customer service, inventory, scheduling, product knowledge, record-keeping, sales promotion/marketing, and general performance for 24 sales reps in locations around the Chicago metropolitan area.* Met and exceeded sales goals for all six years of tenure.* Played a key role in doubling the sales force, leading to sales revenue of $29M in 2010.* Won multiple sales awards for consistent sales excellence month-over-month and year-over-year.

Security Oversight | Risk Assessment | Strategic Partnerships | Continuous Improvement | Procedure StandardizationCoordinated security in the Midwest U.S. for the Israeli Consulate. Created and implemented policies and procedures based on advanced risk and threat assessments. Continuously analyzed and evaluated ongoing procedures to identify areas for improvement. Facilitated communication between Israeli personnel and foreign government representatives.