Matt Eck Email & Phone Number

Charleston, South Carolina Area

Charleston Area, South Carolina

Assumed a newly created territory and immediately began showing growth in a highly penetrated market by developing and carrying out a local business plan and meeting 109% of quota. Defeated competitive threat at 3 hospitals, preventing introduction of the competitor’s product to the hospital.Grew market share with new product despite back-order and launch delays.1 of 2 representatives in the division to make quota in H2 2013.Won two divisional sales contests for ART sales and Focus sales.Placed 2nd in divisional contest to launch new product (ART) in 3 hospitals.

Added value to assigned territory while learning how to succeed as a sales professional. Identified and pursued sales objectives, organized professional education opportunities for identified targets, scheduled and executed In-Services for appropriate audiences. Identified and closed 8 competitive surgeons, despite their previous rejection of the product.Identified and influenced future market leaders by running two labs with local Residency Programs. Volunteered to work four conventions and developed sales leads and then forwarded them to the appropriate local Sales Representatives.

Lead a team of 3 military officers (1 foreign), 2 senior enlisted, and 4 civilian contractors. Coordinated actions of engineers and analysts from various government and industrial sources while managing a $15 million budget and accurately depicting costs and resource requirements. Orchestrated a robust test plan in only two weeks, instead of the normal six month timeline, conducting the first Quick Reaction Assessment for a total ship program, thus allowing the ship to meet an urgent fleet requirement by deploying two years earlier than planned.Completed first Test Framework for a total ship program. This 700 page document ensured that all requirements were tested and accurately predicted required resources. Provided feedback throughout the 12 step process to streamline procedures, minimize format variations, and speed the development of future documents.

Responsible for ensuring all soldiers arriving in Afghanistan received Counter Improvised Explosive Device (C-IED) Training and overhauling the C-IED training infrastructure.Coordinated budgets and schedules for a diverse workforce of 4 officers, 12 senior enlisted, and 8 civilian personnel dispersed throughout Afghanistan while also participating in numerous tactical operations.Oversaw construction of first Integrated C-IED Training Facility, managing budgetary concerns and material allocation from local and overseas sources. Conducted field operations in Orgun-E, leading a C-IED team while the assigned officer recovered.

Managed 24 personnel in the maintenance of all portable and installed Damage Control (DC) equipment and hull repairs. Responsible for ensuring all ship's personnel were properly trained to perform emergency damage control operations. Ranked number 1 of 23 division officers on annual performance report.Led the ship to a flawless DC record on all inspections, becoming the model that assessors used to demonstrate how a DC program should be properly administrated.Led all boardings on deployment as the ship’s VBSS (Visit, Board, Search, and Seize) Officer. Upon return to Norfolk, requalified the entire team on the first attempt, the only ship assigned to the naval station to do so.Qualified as the most junior, and only 1 of 5, force protection officers with weapons release authority.

Led 8 sailors in the maintenance and operation of communications equipment and computer networks, managed all classified material onboard. Established first boarding team (VBSS) onboard USS Crommelin and personally chose members of the team that became the most respected at the naval station. Promoted multi-national cohesion by exchanging knowledge, training techniques, and conducting boardings with 6 foreign nations during operations in Southeast Asia.Organized study sessions as Educational Services Officer, leading to ship’s highest exam scores and promotion rates in over five years.Overhauled a weak classified material management program and rapidly brought it up to fleet standards, correcting numerous discrepancies and re-establishing neglected programs.