Manage a $15m territory focused on facilities supplies. Major manufacturers include: Georgia Pacific, GOJO, Kimberly Clark, Proctor and Gamble, Reckitt, Rubbermaid.Led 100% of accounts through merger transition from Lagasse, United Stationers to Essendant. Collaborated with key suppliers to offer and close special volume contracts.Grew Sales by implementing our Value of Wholesaling Model. Increased marketshare by 20% by leveraging Strategic Acocount managers and buying goups and tying them together with specific manufacturer programs as well as Essendant promotions.

Managed a Sales Territory from Maine to Virginia, including Eastern Canada for am entrepreneurial packaging and label venture. Exceeded Quarterly goals for newly opened accounts by 50%.

Held positions of increasing business and geographic responsibility including Sales Manager , Business Manager and Business Development leader in Philadelphia. Also promoted to Business Manager for Mid-Atlantic region which covers territories from Southern New England to Delaware. Responsible for over $65 million in sales, including bi-weekly sales meetings, quarterly account reviews, strategy and goal setting, budgeting, account assignments, lead generation, training and recruiting. Led divisional asset management, including inventory management, receivables and customer profitability.Led division financial goal setting process, resulting in doubling Return on Sales and increased gross trading margin over 1% each year.Was honored with President's Award as one of the top 4 profit turnarounds in the country. This was achieved through customer stratification, increasing customer order sizes, doubling inventory turns through SKU Rationalization. Successfully hired 6 experienced outside sales professionals and 2 Customer Service Representatives.Initiated and led process to successfully transition Customer Service function to centralized U.S. location; maintained 100% of key customers through transition.Developed and maintained relationships with owners and presidents of top 25 accounts.Initiated customer promotions, resulting in 6 new customers generating over $3 million in new business.Exceeded tonnage goals with core manufacturers.Achieved top gross margin percentage and average order size for the Northeast Region private brands.Led sales representatives to gain over $10 million in new business by promoting unique converting plant to customers.Trained in Salesforce.com and utilize daily to measure and manage sales pipeline.

Responsible for over $55 million in salesLed account stratification process which maintained sales, doubled gross profit per stop and doubled divisional return on investment. Initiated and implemented mutually sponsored customer promotion/education programs with suppliers to capture jointly targeted business.Launched private label, exclusive program for new imported paper program now contributing over 5,000 tons per year, increasing gross margin 4%. Developed and maintained relationships with owners and presidents of top 25 accounts.Negotiated supplier prices to set up contractual pricing resulting in increased account penetration and improved market share.Developed marketing initiatives and supplier rationalization program for Northeast region by participating in the Xpedx Northeast Region Marketing Council.Recruited 4 experienced sales representatives bringing over $15 million in new business annually.Led 26-member salesforce through two acquisitions. Retained all key business and salespeople.Served as chairman of the Weyerhaeuser Merchant's Advisory Board and member of the SAPPI Advisory Board.Championed and implemented Xpedx.com rollout to Philadelphia market enabling customers to order, check stock, and communicate on-line. Achieved 5,000 hits/month.

Ranked #1 in Mid-Atlantic Division for cumulative quota achievement.Successfully converted 95% of accounts to Gould paper as well as developing new business.

Grew personal sales from $0 to $2 million annually among quick copy shops, corporate in-plants and large commercial printers.Consistently exceeded quarterly and annual sales objectives.Initiated and led Central-Lewmar Marketing Committee.Established pricing structure based on account types.