Heidi Warner Email & Phone Number

Laverton North, Vic, Au

In my role as the Nufarm Ornamental Segment Lead, I lead an Ornamental Team and provide sales and product support to Regional Sales Managers, Distributors, National Accounts, Influential Growers, and Influencers. This position has responsibility for the sales, education and promotion, as well as pull through of Nufarm branded products and Nufarm private label products in the ornamental market. I work closely with the Sales, Marketing, Portfolio, and Regulatory Teams to maximize opportunities in the Ornamental Segment of our business.

Laverton North, Vic, Au

Nufarm is one of the world's leading crop protection and specialist seed companies. Nufarm produces products to help the Agriculture, Horticulture and Turf markets by protecting their crops against damage caused by weeds, pests and disease. My role with Nufarm is to cover the Ornamental market in the eastern US by calling on Greenhouses and Nurseries educating growers on our portfolio of plant protection products and making recommendations on which products to use for control of various pest problems. I also work with horticultural distributors in creating account plans for growth and to aid in the pull through of Nufarm products.

Rivière-Du-Loup, Quebec, Ca

Sales Manager Eastern US. This position consisted of managing sales for the Eastern US Region, which covers from Maine to Florida. Premier Tech, makers of Promix, offers professional and retail potting mixes to greenhouses, nurseries, and independent garden centers. Responsibilities include managing 9 Territory Managers by establishing sales and expense budgets, forecasting, improving sales staff by recruiting, selecting, and training new team members, and training and coaching existing team members, with the goal of increasing sales and growing profitability. Sales have increased since I started from $11 Million in 2014 to $17 Million dollars in 2015, with a forecast target of $18+ Million for 2016. Other responsibilities include personally managing corporate accounts which attribute an additional $4+ Million in revenues. I participated on the Strat Plan Committee, which was responsible for establishing PTH’s 5 year vision and roadmap. I am part of the PDR (Product, Development and Research) team which meets to discuss new trends and possible new products to add to our portfolio. I am currently participating in UPT which is a two year program for managers to provide continual education in topics such as coaching, time management, and establishing optimal KPI’s/objectives.

Burton, Ohio, Us

I was a Corporate Sales Manager of Wetsel Inc. when it was acquired by BFG Supply Company in August of 2011. At that time, BFG then consisted of three Territory Sales Managers, including myself, reporting to the VP of Sales. I was responsible for the Eastern Territory which covered 10 states and up to 18 outside sales representatives. Responsibilities are consistent with the job description for the Wetsel Corporate Sales Manager listed below.

Harrisonburg, Va, Us

This position consisted of managing sales initiatives and goals for 25 outside sales representatives covering 14 states. Total corporate sales volume was approximately $50 million annually. This position reported directly to the President of the company. Responsibilities consisted of forecasting and establishing annual, quarterly, and monthly sales and expense budgets. Specific plans were developed to ensure revenue growth in all company product lines. Implementing effective programs to compensate, coach, appraise, and train sales personnel were part of my role. I participated on the committee that decided what new products to carry, based on industry trends. Our marketing team and I worked together to establish and control budgets for sales promotions and trade show expenses. As a result of my efforts, we restructured our outside sales team to 18 outside reps covering the same geography, while incorporating the inside customer service team as part of the sales team. Improved efficiencies and better sales techniques helped the company remain profitable during a recession.

Harrisonburg, Va, Us

I prospected, developed, and managed a sales territory throughout Northeast Ohio representing Wetsel Inc, as a competitive distributor with innovative product lines (with over 33,000 sku’s) and excellent customer service. This position included seeking and developing business relationships with independent garden centers, production accounts (greenhouses and nurseries), landscape contractors and government agencies. This included developing new business, as well as servicing existing accounts. Responsibilities also included making joint sales calls with manufacturer representatives, training other account managers, and keeping customers aware of product trends across the industry. The emphasis always focused on long term relationships and service, with end results being increased profitability for customers, as well as my employer. I was consistently the top sales person from our Kittanning, PA distribution center and among the top performers in the company nationally.

I was responsible for all aspects of running a large wholesale greenhouse facility, located in north central West Virginia. This business serviced eight states and had annual revenues in excess of $2.5 million dollars annually. I was given the task of completely renovating an abandoned 120 acre facility with 11 acres of greenhouse under glass. I was able to make this business viable in less than three years, a feat that had not been accomplished at this facility in many years. I managed up to 88 employees at peak season. I reported directly to the CEO of Wetsel Inc, and the board of directors of Southern States Cooperative. Once this business was completely functional, we sold it to Bonnie Plant Farm.

I was responsible for all operations of a retail garden center including sales, inventory management, marketing, and personnel. Within one year this garden center was making a profit, something that had not occurred in a number of years under the previous management. I attended weekly Wetsel management staff meetings and reported directly to the CEO. I managed twelve team members. During this same time, I also wrote a weekly gardening column for the local newspaper, and hosted a weekly garden segment on the noon news. I chose each week’s topics and created my own text based on seasonal and timely subject matters.