Wholesale distributor and manufacturer of professional beauty products with 200 employees. Conceive and implement business development projects for multiple divisions. Mentor, coach, and inspire sales teams. • $1 million in annual revenue generated and 250+ customers secured after acquisition of distribution rights with a major manufacturer in uncovered region by identifying the existing client base, initiating introductions, conceiving and employing a new account activation strategy, levering brand strengths, and building a top-performing team.• $725,000 escalation in revenue achieved through the cultivation of a high-performance team for an upstart division by facilitating skills training, developing sales processes, and implementing a self-managing activity-based business plan with key performance indicators and presentation tools to shorten sales cycles.• 140% boost in revenue accomplished in nine months by collaborating with division leaders to identify high-end opportunities, creating business development strategies by aligning brand assets with customer demographics, and transitioning newly developed relationships to the sales team.

A multimillion-dollar, family-owned, full-service distributor with 100+ employees.Reorganized sales territories, updated sales systems, and executed programs to reflect current market conditions and opportunities. Introduced strategies to redirect company brand position and enhance value proposition. • $1.7 million in revenue earned in 16 months through the reorganization of 20 unstructured territories into 25 concise geographic regions, enhancing time efficiencies, improving market penetration, and creating a cohesive sales team. • 14% decrease in the sales cycle attained through the origination and implementation of BEST (business, education, support, and team) as the foundation of the company philosophy, BEST evolved into the guiding pillars for structuring programs and services, fostering brand loyalty, and differentiating the company from its competition. • 9.2% hike in top-line sales captured by restructuring compensation to salary, commission, and bonus based on KPIs to redirect sales activity to achieve more diversified vendor sales, minimizing the overall percentage of the primary manufacturer by introducing activity-based business plans and accountability processes to guide results.

A multimillion-dollar, full-service distributor of professional salon products with 250 team members.Devised a business strategy to restructure the firm, pioneered corporate vision, and developed the organizational brand. Oversaw nine indirect reports via three direct reports.• $15.5 million gain in sales, 12% compounded growth in 4.5 years realized by restructuring the sales management team, coaching, mentoring, and training, forecasting regional sales, overhauling KPIs, instituting individual business plans, launching a customer-relationship management system, and introducing recognition programs. • $3.7 million uptick in profitability, delivering 14.2% EBITDA, facilitated in three years by revamping sales compensation, inaugurating warehouse automation, renegotiating vendor and store lease contracts, enhancing inventory management, curtailing health care expenses, and outsourcing IT services.• $3.2 million reduction in inventory and increased turn ratio from 2.9% to 4.6% by reengineering inventory procurement systems, budgeting inventory levels, improving purchase order procedures, automating receiving processes, and reallocating personnel and responsibilities.• 120% expansion in the average full-service sales transaction and 65% upturn in store transactions garnered in four years by driving market penetration, diversifying product portfolio, providing geographic store placement and community-based educational facilities to improve client accessibility.• 55% growth of total annual sales increases produced by contracting new vendor relationships that augmented existing brands; strengthened company position with horizontal integration of overall brand portfolio, increasing market penetration and average dollar per transaction.• 2% spike in gross profits and elevated GP to 48.6% through the renegotiation of vendor contracts, discounts, accruals, payment terms, as well as extending duration of vendor relationships and increasing distribution footprint.

Directed sales and marketing for independently owned beauty supply distributor. Restructured territories, developed business-building initiatives, negotiated agreements and inspired the sales team. Supervised six direct reports.• $7.5 million in revenue retention with ESP loyalty program, 90% participation with the top 300 clients accounting for 38% of full-service business by negotiating agreements based on purchase volume, providing additional levels of education, business, and marketing campaigns, creating loyalty to the ESP brand and greater allocation of resources.• $5.3 million surge in sales secured after loss of major vendor contract by restructuring sales team, reducing labor 28%, negotiating new vendor partnerships, creating strategic initiatives with existing vendors to replace lost business.• $1.1 million growth in incremental revenue reached by designing a brand-specific business development program and pioneering an integrated marketing calendar that encompassed education, marketing campaigns, collateral, and strategic initiatives to support clients in bolstering service and retail business.

A national, multibillion-dollar beauty supply distributor with 16,000 staff members. Led full-service sales for eight divisions in 21 states, managing a $130 million sales budget and 300+ employees.• $131 million proliferation in sales achieved throughout eight divisions by projecting forecasts, conceiving individualized sales plans, launching promotional activities to annualize previous year sales, designing monthly sales campaigns, establishing performance measures and incentives, and presenting a go-to-market strategy.• Accurate division trajectories presented to the board chairperson by compiling monthly and quarterly financial reports, supplying key sales metrics, manufacturer sales comparisons, projecting trends, headcount, and divisional performance analysis for quarterly shareholder reporting.• 10.3% increase in sales gained by coaching and mentoring divisional directors on examining business portfolio strategies, processes to improve performance, expanding market penetration, and establishing a winning

Supervised and reorganized roles and responsibilities for two sales teams with 70 sales representatives. Managed $40 million in annual sales. Oversaw four indirect reports via three direct reports.• $16 million rise in revenue created by spearheading the merger of three firms into one location within 15 months, expanding the workforce with 36 employees, and overseeing cross-functional teams to seamlessly execute the transition without shut down or interruption to existing customers and operations.• $9 million increase in sales achieved in two+ years by directing two competitive sales teams to engage in new door campaigns, focused promotional activities and competitive replacement programs to maximize market share of individual brand portfolios.• $4.1 million in revenue growth gained for company’s largest multi-channel vendor by aligning product portfolio and rollout strategies to targeted client demographics, further supporting BSG’s domestic acquisition strategy.