Lead a $2B closed loop business network made up of 40+ contractual clients and 30K+ locations within the Automotive Aftermarket focused on driving consumer financing as a key sales channel. Manage a commercial team of 10+ account managers with support from 8 key business functions. Clients range in size from small independent merchants up to regional and national retailers/associations as well as publicly traded companies. Primary responsibilities include professional development of team, achieving sales and profitability goals, driving client engagement & sales penetration, acquiring new business and market adjacencies, client renewals, facilitating implementation of new POS technologies, driving SFE tactics/strategies, CRM usage/optimization, resolving all escalated servicing issues/requests, maintaining and enforcing all compliance requirements, and close collaboration of B2B and B2C marketing initiatives. • Grew sales from ~$800M to ~$2B (15% CAGR, in an industry that grows 3% annually) through a combination of initiatives: 1) new customer promotions & testing, 2) client contests & incentives, 3) new underwriting strategies, 4) enhanced SFE culture/focus/process, 5) development of wing-to-wing BD and B2B acquisition processes with key wins and new markets, 6) selling-in and implementing network cross-shop functionalities, 7) integrating new POS technology to drive client adoption.• Acquired $150M+ new business (~20 contractual clients, ~15K locations) through an aggressive, methodical, and targeted process highlighting SYCC’s superior val prop and domain expertise versus competition. Early wins enabled me to grow team from 5 to 10+ FTE (including dedicated BD team). • Successfully renewed all strategic clients into multi-year exclusive agreements to ensure SYCC’s industry position, growth in market share, and strong track record of double-digit annual sales growth.

Managed a $600M+ P&L across two separate industry verticals composed of nation’s two largest E&A buying groups (Nationwide & BrandSource, ~4K small business owners), the world’s largest flooring OEM (Mohawk, ~4K enrolled retailers), national specialty flooring retailer (Empire Today), and the preeminent specialty hard surfaces retailer (Floor & Décor). Led a team of 6 executives focused on driving portfolio growth via corporate adoption/integration of consumer financing into their promotional materials and val prop, targeted B2B account management and marketing, business development, and contract renewals.• Delivered a 9% average annual growth rate for the three years I led the team thru the exit of the Great Recession in two fiercely competitive industries made up 2nd/3rd generation small businesses who were traditionally slow to adopt new sales/marketing strategies, trends and technology.• Identified a unique organic BD opportunity within Mohawk that led to the pursuit, consummation, and launch of Floor & Décor delivering $30M+ sales in the 1st year against a pro forma of $12M.• Inherited a difficult contract renewal situation that created an opportunity for me to devise and implement a robust dealer retention strategy that maintained 88% of our sales base in the first year.

Handpicked by CEO to support 3 GMs and lead a new sales team of 15 FTE focused on implementing key sales initiatives and critical SFE infrastructure to drive growth (B2B lead gen/acquisition, new partner onboarding, CRM, comp plans, client segmentation/touch, sales support, inside sales, field team, etc).• Re-engineered B2B lead gen/acquisition process to increase enrollments 70% YoY (from 5K to 9K). • Launched a new partner onboarding program that drove sales activation from 45% to 70%+.

Led “At Customer, For Customer” commercial initiative and 4 Black Belts; partnered with 30+ member sales team to target, present, and implement meaningful engagements in form of Six Sigma projects and best practice sharing events to aid contract renewals and increase relationship equity.• Completed 8 client projects (e.g. process improvement, productivity, customer satisfaction, etc) and 27 engagements (e.g. call center, 6σ training, IT, WorkOUT/focus group/facilitation, HR, Finance, etc)

Supported a Collections business unit focused on implementing strategic enterprise-wide projects concentrated on maximizing collection/recovery strategies, cost takeout, compliance, productivity, etc.• Co-led $20M JV between GE & NAREX (acquired by Fair Isaac) to develop a placement decision engine/model for delinquent accounts with “best fit” agencies and legal firms to recoup balances.• Created 1099-C Tax Reporting process to meet new tax regulations; led 20-person team thru DFSS methodology to include data collection, process design, vendor selection, pilot, and communications.

Worked in OEM facility as plant’s only Black Belt partnering with salary & hourly employees to implement initiatives to increase product quality, scrap reduction, and train/certify all salary FTE as Green Belts.• Unraveled 30-year quality problem in an aluminum die-casting operation utilizing a 3-factor Design of Experiments (DOE); reduced aluminum scrap by 70% resulting in $500K annual cost savings.• Optimized an annealing process by successfully completing a multivariate DOE that reduced cycle time from 6 to 3 hours, eliminated 3rd shift operations ($200K savings) and improved product quality.

Served in one of US Army’s elite rapid deployment units in both command and staff roles which included leading platoon of 30+ soldiers & managing $2M+ operations budget and training plans for 500+ soldiers.