Responsible for business to business sales and relationships at the Apple Store. Managed 5 direct reports (and the remainder of the retail staff indirectly) to enhance customers’ experiences by aligning and implementing sales tactics in a mainly retail environment. Provided development opportunities to personnel interested in business to business sales.Identified, mentored business team, aligned internal Apple corporate team to close the largest iPad sale for Apple Retail in 2013 of more than 5000 units and associated service plans while delivering on 100% of measurements for 3 quartersLed team to enhance customer service skills to deliver 12 months of consistent high marks in customer surveys for overall satisfaction which led to more than 60% repeat business rateDeveloped business offering that increased technician utilization rate at the store which in turn generated 5 full-time and 7 entry-level technician careersBuilt immediate business team and future potential business team members through formal training program that I developed which led to the hire of Business Specialist within a month of position vacancy. Through this process have created a pool of talented team members ready to assume the role of Business SpecialistPositioned and marketed sales strategy for new service offerings which led to additional business and loyalty to the Apple Retail Stores and increased Netpromoter scores by 10%Mentored and developed Specialists to become part of the extended Business Team, which increased sales leads by 20%Led team to embrace the brand messaging and drove consistency in experiences at the Apple Retail Stores relating to business to business best practiceFacilitated CRM clean-up process and implementation of task-driven workflow at the Penn Square store which reduced our time to act on introductions to less than 24 hours and provided clarity to the implementation of Area of Responsibilities within the team.

Formulate all sales and marketing strategic plans for accounts in the consumer and industrial products segments in the Milwaukee-Chicago corridor. Develop revenue generating relationships with client executives enabling the sales team to understand customer needs, enhance brand perception, increase sales and shift client purchases to a more profitable product mix. Facilitated growth in the consulting division by indirectly managing a team of over 25 sales and marketing professionals to deliver on client goals and IBM sales goals. Managed up to 9 enterprise accounts simultaneously. •Contributed to the closing of 2 contracts that were part of a $50 million consulting and systems integration project by working on a team that created the value proposition and serving as the primary contact for the procurement team•Positioned the company to win a multi-year project valued at $30 million by selling the client on the value proposition of a joint Customer Relationship Management and Supply Chain project that aligned with their business initiatives•Identified and closing a 5 year, $25 million outsourcing contract by understanding the client’s pain points, business requirements, budget and creating a solution to satisfy the client’s needs•Increased the sales pipeline by $5 million, an increase of over 200% from the beginning of the year by identifying profitable opportunities and establishing impactful relationships with client Executives•Facilitated the closing of a multi-year, $3 million per year agreement focused in Europe by understanding client requirements and providing customer insight to the European IBM team including positioning the message, which enabled them to close the deal •Enabled sales teams to close over $1 million in sales by creating and implementing a strategic marketing plan, strategic sales plan and go-to-market strategy that resulted in relationships with potential clients and deeper relationships with existing clients

Contributed to increased sales at a large Consumer Electronics company by working with 5 business units to infuse relevant marketing messages throughout the client’s organization to drive sales and gain market share. Facilitated ongoing yearly spend of $2-3 million to IBM in commodity servers. Achieved 100% of revenue and profit measures. •Set the foundation for displacement of a major competitor in early 2007 that represented $10 million in new technology sales and set IBM products as the standard within the client’s organization •Closed over $5 million of highly profitable software sales by identifying key individuals within the client’s organization, convincing them of our capabilities and negotiating contracts that showed IBM’s dedication to their needs•Influenced Executives to partner with us to drive Original Equipment Manufacturer (OEM) sales exceeding $1 million

Worked closely with Life Sciences team to determine that an investment in major Independent Software Vendors would generate a higher return on investment than a similar investment in Product Lifecycle Management.

Increased alignment between Research & Development and the manufacturing plants to industrialize formulations from small batches to large batches of the same formula while maintaining quality. Interfaced with the Research & Development and Marketing teams to work on launch schedules, communication to manufacturing and the development of standard operating procedures for production. Maintained systems and bill of materials to ensure that formulations were accurate based on specifications. Served on the audit team to ensure all processes by Operations and Quality Assurance were being followed.•Reduced time-to-market on new products by 2-3 weeks by developing standard dossiers, which improved communication with R&D and ensured ramp-up to manufacturing•Reduced packaging time of Crèmelights product from 5 days to 3 days by leading the restructuring process of the product including getting approvals from R&D on the changes and eliminating the processing bottleneck•Directed production of pilot batches at a subcontractor including integrating the needs of R&D, marketing, and technical packaging development

Supervised a team of 4 direct reports to achieve service level agreements for quality inspections of all incoming components and finished goods. Developed and trained employees on statistical quality controls based on ISO guidelines and had a key role in the internal audit process and audits of suppliers.•Reduced defects and operational downtime due to quality by 10% and increased supplier uptime by creating and implementing a statistical quality control program•Decreased defective products by auditing suppliers and certifying products, which enabled vendors to ship quality controlled product to our plant•Ensured L’Oreal’s expenses were in line with the value received by interfacing with manufacturing, purchasing and vendors to manage major component quality issues and enable the company to implement value based pricing and streamline the return of defective products by 2-3 days•Reduced out of stocks in the distribution center by 50% by directing the Quality Assurance Technologists to focus and prioritize on tactical and strategic inspections, monitoring and executing the plan