Leadership and Management of a sales team conducting needs assessments and providing appropriate solutions for seniors including Medicare, extended care, final expenses, life insurance, and retirement income and savings needs.

Scope: Management of a sales force providing investment management services to high net-worth individualsIn a sales management role, led team to achieve top quartile sales results among new hires by developing their ability to persuade and sell effectively.

Scope: Sales and management leadership for an insurance, trust, and financial services firmIntroduced a 1600-member insurance and investment sales force to trust products and services. Developed and implemented a comprehensive sales, marketing, training and communications plan designed to identify client needs within all market segments. Worked to insure products were appropriately priced, profitable, and easy for both advisors and clients to utilize. Over 4 years, $60 Million in new assets were acquired.Created marketing materials and presentations required to allow field force to introduce and market trust products and services.Developed comprehensive sales tracking system which provided an accurate reporting of both sales and pipeline opportunities throughout the national advisor network.

Scope: Leadership of In-house Affluent Client Sales Force. In a four year period, ascended from manager of the Minnesota region to National Sales Manager. Over the course of employment, recruited a total of 14 business development professionals who annually captured in excess of $550 Million in new investable assets.Created a comprehensive training program. Established activity and productivity goals and standards including individual development plans in each area of responsibility. Within two years in a National Sales Management role, created and refined organizational structure and standards resulting in revenue increase of $5.6 million (an 81% increase).Set and enforced expense standards that resulted in a direct profit contribution, exceeding plan by 11%. Led the organization in profit performance compared to plan.Revenue growth increased dramatically and 11 producers (28%) achieved their highest production.With U.S. Bank's acquisition of Piper Jaffray, challenged to integrate the brokerage staff into the bank's culture and organization (two traditionally competing entities). Programs were developed and implemented to maximize opportunities and insure a positive experience for our clients. Brokerage revenues exceeded expectations. Redesigned the producer incentive plan placing the emphasis on incentives and rewarding top producers with no additional outlay from the previous plan. Plan was ultimately implemented across the entire.

Regional leadership of an in house sales force selling and marketing a comprehensive package of financial products and services to affluent individuals.