Target key accounts for growth in line with target markets and regional marketing strategyIntroduce new products and services; develop sales cycle and call frequencyDrive sales through pre-call planning, post call analysis, and follow-upImplement Value Centric Selling System on all sales calls; engage "Why Quest" messagingTop 10 Performer East Region third quarter and fourth quarter, 2011 (106% & 104% Budget)143% 2011 Budget (New/Upsell Business). 105% 2011 Total Attainment.2014 Presidents Club Winner.

*Promoted Lantus SoloSTAR, Apidra SoloSTAR, Ambien CR, Nasacort AQ, Allegra-D, Avapro/Avalide, Aplenzin and Actonel to primary care physicians, gastroenterologists, cardiologists, allergists, psychiatrists, pediatricians, pulmonologists, physician assistants, and nurse practitioners. *Fifth ranked Sales Champion of New York Region in 2008Lead entire district in speaker programs for the fourth quarter of 2008*Received 2008 Pharmacy Initiative CE Program Award*Named District Sales Professional of the Quarter for the fourth quarter of 2008 and the first quarter of 2009 *Consistently created competitive advantages by applying "Best Rep" attributes to the total office call and utilizing advanced closing techniques*Active participant in Sanofi-Aventis POA, regional and area meetings, and lead in detailing role plays

Lead, coached, and managed 22 culturally diverse Exxon and Gulf branded retail operators and their facilities (most featuring Dunkin' Donuts locations)Increased company, franchise, and Dunkin' Donuts operating revenues and profits by 29.9%Promoted greater awareness of customer service while adhering to outstanding image standardsAchieved 119% of gasoline volume plan in FY 2007; 34M vs. FY 2006 plan of 28M YTD gallonsPromoted safety and environmental awareness through dealer training ensuring 100% total compliance of EAPM, IM, and emergency response plans/audits

Lead, coached, and managed 52 culturally diverse BP retail operators and their facilities; increased company and franchise operating revenues and profits by 11.1% and promoted greater awareness of customer service while adhering to outstanding image standards Instrumental in business development by bringing on eight "new to market" BP sites; over the lives of these contracts, BP secured 19M gallons annuallyAchieved 102% of gasoline volume plan in 2005; 58M versus 2005 plan of 56M YTD gallons Supervised and managed a re-image of 30 Amoco branded sites to BP Helios sites within an 18-month timeline; entire planned project cost of $2.6M capped out at $2.2M-15% under planInitiated/executed contract process for recapitalization and divestment of 20 service stations on Long Island in support of BP's convenience retailing strategy; total divestment of $10M came in $1M over $9M planManaged territorial operating expenses by $107K under 2005 plan of $899K ($792K); final results equating to 11% improvement over prior year (2004 YTD)Negotiated and executed 22 Dealer Supply Agreements, capital loans, end of month allowances and year-end bonuses. Renewed contract terms with franchised dealers to continue as single supplier of petroleum products and services; the end results secured 27M gallons for BP's Long Island territory.Promoted safety and environmental awareness through dealer training, ensuring 100% total compliance of EAPM, IM, and emergency response plans/audits

Identified training implications of regional business plans; and Colorado; training included dealer channel as well as company operated facilities Developed job performance models and analyzed knowledge and skill requirements; reported to regional offices with recommended strategies Designed workplace learning systemsConducted performance analysis projects measuring and reporting results for the Amoco Marketing Institute

Determined and delivered training needs for northeast region employees in dealer channel as well as company operated facilities in New Jersey, New York, and Connecticut Assisted with the coordination of brand marketing, human resources, and electronic POS training initiativesCoordinated the region's recognition programs as well as facilitated MAB, DAC, CMN committees Managed and tracked a $450K annual training department budget Interfaced with Amoco dealers, jobbers, training vendors, customers, and the community

Managed and maintained a territory of 32 Amoco branded dealer service stationsProduced gasoline volume territorial gains each year by an average of 3.5% LFL (140,000 gallons per year)Provided business counseling to Amoco dealers highlighting financial, operational, and marketing strategies Introduced and supported company sales initiatives and strategies