Responsible for the strategic and daily leadership of the entire organization across North America (Sales, Operations, Marketing, IT, etc.)

• Report directly to the chief sales officer in Denmark for a leading US-based subsidiary; provide leadership of sales managers, customer service, and finance teams and travel regularly to visit customers, partners, and tradeshows; accountable for P&L for the North American region• Administer extensive technical and sales training and provide coaching to field sales team; ensure teams know how to implement technical solutions that lead to high customer satisfaction• Employ excellent leadership and management skills to introduce digital workflows in response to COVID-19, including introducing virtual visits via TEAMS to engage with customers and creating product demo videos; realized 2.5% growth for the fiscal year 2020-2021 despite challenges presented by the pandemic• Work independently to overhaul the sales process; implemented a 5-year strategic growth plan for the Americas region, executed full channel strategy for distributors and manufacturer representatives, and built a partner network comprised of 22 partners across the USA and Canada; grew regional sales by 14% through the partner network• Lead development and implementation of new indirect sales strategy, including hiring and training 20 manufacturing representative companies and 95+ sales personnel• Serve as growth specialist and responsible for identifying opportunities to create profitability; directed relocation of the US Headquarters from San Diego to Chicago to grow partner network; hired 8 finance, sales, and customer service representatives to optimize the team, including 4 remote PR channel sales managers• Balance the budget, positioning the region to operate in the black for the first time; implemented a budgeting process that aligned revenue targets with planned expenses and a margin review to identify customers with negative margin developments; achieved record earnings before interest and taxes in 2019-2020 and 2020-2021

• Received promotion for high performance and leadership; reported to the chief revenue officer • Oversaw sales operations generating an annual revenue of $24M for the western United States, including 5 direct reports and 20+ manufacturer representatives• Served as sales lead and project manager directing a cross-functional team to develop a filter for identifying target customers; built relationships with prospects that enabled sales, engineering, customer service, and purchasing representatives to secure business from WIKA’s largest target customers in specific markets• Applied technical expertise to lead a cross-functional team in develop a customized pressure transmitter and test it against competitive products; successfully landed John Deere account valued at $3M+, the largest whale in organizational history at the time and yielded over $1M in annual revenue from 2013 to 2014• Demonstrated disciplined execution of sales process with a strong customer focus; successfully grew OEM sales by 5.5% in 2013 with growth of 8.5% in the target product group of electronic pressure, accounting for 99% of WIKA's growth in this product group• Collaborated with the marketing team as the subject matter expert in mobile hydraulics to produce online ads and presentations at several tradeshows; resulted in successful campaigns that presented business challenges and innovative solutions.

• Hired by the director of sales to initially rebuild and manage the underperforming central corridor region sales; grew revenue by $1M+ in 2008 (106% of plan) and selected to lead the turnaround of the Midwest region following earlier success; grew revenue by $2.7M in 2010 (126% of plan) and $1.2M in 2011 (106% of plan)• Turned around faltering relationships with key channel partners in the central corridor region by proactively addressing and resolving major conflicting issues such as territory overlap; established 3 new manufacturer representatives in the Midwest, significantly increasing WIKA’s footprint in the region• Recognized need for a detailed sales plan to meet revenue goals; implemented a top-down SMART strategy for 2010 and 2011 that became a template for the sales team• Developed and executed strategies to maximize territory sales growth, including establishing and building relationships with manufacturers’ representatives and distributors servicing base of 40 OEM clients; utilizedCRM system to proactively manage leads and grow client network to $700K in 2012 (101% to plan)• Led grassroots initiative that resulted in securing approved-vendor status with major OEMs, including Eaton Corp., John Deere, Iowa Mold Tooling Co Inc., Oshkosh Corp., and C&H; earned formal recognition for outstanding performance, achieved $1M of growth in 1 year, and received the Superior Business Development award

• Directed inside sales department comprised of 13 sales engineers and 18 customer service representatives; served as a key member of the cross-functional management team determining the strategic direction of the company• Oversaw the development and implementation of new technologies and supported change management, including training and onboarding; implemented processes to improve sales performance and client service capabilities• Collected input from cross-functional teams to create a comprehensive curriculum for a 6-week, 28-course training program to grow and add new $10K customers; implemented a certification process and improved the technical proficiency of sales engineers; achieved 5% YoY growth in orders under $10K and 3% growth in overall sales• Oversaw the transition of MRP system to Oracle; collaborated with the implementation team to ensure integration with customized equipment applications; proactively managed technical customer issues throughout the 1-year transition to facilitate a seamless level of service• Implemented a new online system that provided customers with optimal visibility for tracking and monitoring product returns; maintained flexibility for customer service teams in handling customer concerns via telephone• Collaborated with a telecom provider to re-route the system for incoming calls, ensuring that every call was connected to an open team member; reduced customer hold times significantly and achieved a 97% pick-up rate on the first two rings

• Increased sales by developing and cultivating relationships with both new target accounts and inactive customers in the oil and gas industry throughout the Southwest region• Utilized CRM to manage interactions with customers, clients, and sales prospects; established presence within the marketplace through tenacious telephone prospecting, visiting customers, and attending tradeshows; managed approx. 50 accounts, including MPC, Halliburton, Helmerich & Payne Inc., and Lockheed Martin• Built relationships with outside sales representatives and new and existing customers; applied technical acumen to solve critical problems for customers; successfully met or exceeded sales goals for two consecutive years• Demonstrated excellent performance as an inside sales engineer and earned recognition from senior management for distinguished leadership potential; selected to complete MBA program and received a promotion • Emphasized the significance of an incentive program for the inside sales team and secured buy-in from senior leadership to head implementation; improved employee morale, engagement, and retention and the program is still in use today