Mike Whatley is the Chicagoland Market Sales Manager for FedEx Office, an operating company of FedEx Corp. (NYSE: FDX). Mr. Whatley is responsible for the successful execution of the sales strategy to attain aggressive revenue targets and profit plans by developing a best in class sales team capable of securing opportunities with small, medium and large customer segments with local, regional and national footprints. In this role Mr. Whatley leads a team of 19 sales professionals – 1 Corporate Account Manager, 6 Field Account Executives, and 2 Managers that lead 10 Geographic Account Developers. Mr. Whatley works cross-functionally with Operations, Marketing, Human Resources and other support functions in order to support and achieve strategic business objectives. Mr. Whatley joined FedEx Office in 2013. Prior to joining the company, he held senior management positions with Ziker Uniforms, Pitney Bowes Management Services, Administaff, WebLink Wireless and ProNet Communications.

Illinois, Indiana & Michigan Challenge: Evaluate the existing sales staff and determine if they could achieve 30% annual growth. Increase activities and closing rations, monitor prospecting activities with Salesforce to meet company expectations while providing weekly classroom and field training. Increase average revenue per account while reducing the number of weeks to break even on our investment for each new client. Action: Replaced two-thirds of the sales team over a four month period. Required each consultant to develop a business plan based on personal income expectations. Required increased prospecting activities to meet a higher expectation. Provided weekly classroom and field training. Completed evaluations after each appointment and field ride. Performed one on ones with each consultant to review previous and current activities, potential prospects, potential solutions/pricing and closing rations to increase our chances for success. I inspected what I expected. Results: Obtained revenue goals the company had strived for, for over five years. Finished Q4 and Q1 with the most successful quarters in company history by obtaining 275% of plan. Closed the largest account in company history with 650 wearers. Significantly raised the average revenue per customer while reducing the number of weeks to break even by 38%. Hired and trained consultants that achieved new standards in regards to number of accounts closed from hire date to 90 day review.

Territory from Detroit down to Texas and West to CaliforniaChallenge: Developed position for me to work with PBMS accounts to introduce the MPS Program.Action: Contacted the Regional Directors of Operations and Site Mangers at 175 accounts to introduce the MPS program, develop a strategy to gain entry, complete an analysis and create proposals based on findings. Results: Closed 62 accounts in a variety of verticals including Manufacturing, Health Care, Food Services, State Organizations and Legal with revenues exceeding 3.5 million in annual revenue.

Challenge: Evaluate sales staff (7 FTE’s) and determine whom to move forward with. Begin recruiting process to replace open positions. Repair damaged relationships with Operations staff. Take the market to an acceptable and expected level of success. Action: Interviewed staff, clients and operations partners to gain an overall perspective of my team’s strength’s and weaknesses. Provided developmental plans for all team members that included making sales calls with operations staff. Results: Quickly made changes to sales staff adding three consultants. Developed relationship with operational partners. Became number one region in the county by end of first year. I held my team accountable to develop not only the team but to also reshape how we approached the business in order to be a channel for all aspects of our business

Challenge: To build a new team of Consultants, 8 FTE’s to deliver Human Resource services to our strategically selected markets. Develop internal and external training programs to increase and expedite the skill sets of the new staff. Actions: Hired and trained a team of highly experienced consultants to deliver our Human – Capital solutions allowing our business partners to increase financial performance. Instituted weekly training (role plays, video taping sessions, and strategy sessions) to improve strategic selling concepts and field training to provide ongoing feedback after completion of the sales call.Results: Recruited six new consultants that averaged 78 new appointments per month as well as closing business that exceeds the Company Standards. Recognized by Sr. VP of Sales for the development and continuing education of my staff and for taking training to a new level for field offices.

Managed five Regional Managers, four Sales Managers and 70 Sales Staff. Challenge: To direct total sales operations for $30 Million division of the company from Detroit to Texas West to California. Actions: Manage development and implementation of sales training programs for sales reps and indirect customers. Work cooperatively with marketing, operations, inventory and engineering to open markets, provide top-quality products and meet customer demand. Oversee P&L, budget, capital expenditures and compensation programs. Develop revenue and distribution building programs.Results: Increased revenue 35% per unit through development of Agent Program. Reduced expenses by $2.4 Million annually through home office initiative. Increased indirect distribution of new product by 110% in first 7 months of program.

Illinois, Indiana, Ohio, Michigan, Kansas, Missouri, Nebraska, Wisconsin, IowaManaged 2 Area Managers, 4 Sales Managers and 35 Sales Staff Challenge: To transition business model from retail focus to business-to-business model with a concentration on the struggling Chicago branch and subsequent expansion to the North Central Region. (First Regional Director recruited)Actions: Evaluated existing staff, processes and operations and implemented new processes territory-wide. Increased staff accountability through use of improved sales reporting mechanisms. Built new sales and management team with a focus on experience and success. Implemented added value selling within target market. Developed company's first direct sales and telesales team and set company standard. Led weekly group training sessions and national sales training conferences to enhance performance of sales staff.Results: Increased sales and company rankings from last place to 2nd place nationally in just 8 months. Advanced branch in city rankings from 58th to 5th in indirect channel sales and from 56th to 2nd in direct channel sales. Additionally: Held complete responsibility for profit and loss measures across entire region. Selected to Presidents Club by Executive Staff for 5 consecutive years. Credited with hiring and training 4 of the company's top management staff nationwide

Challenge: To transition market focus to commercial and medical markets through the acquisition of 4 competitors in the Midwest region. Developed first Telesales team for direct sales initiative.Actions: Recruited, hired and trained new management team for the Midwest region including 2 District Managers, 5 Sales Managers and 32 sales staff. Consolidated 4 acquisitions into 1 cohesive operation while maintaining high levels of customer satisfaction and monthly sales quotas. Results: Elevated productivity levels 300% from 5,000 units per quarter to over 15,000 units per quarter in 1995. Recognized for superior performance through induction into Varsity Club by Executive Staff for 1994 and 1995 achievements. Saved company in excess of $400,000 during acquisitions process, through exposure of major discrepancies in accounting and reporting practices.

Challenge: To provide system solutions and increase contract renewal rates for large, medical base market in a territory with historically large non-renewal rates. Actions: Developed database tracking system to monitor all major accounts and red-flag contract renewal dates to assure timely contact and renewal of contracts prior to expiration. Recruited, hired and trained sales, operations and engineering staff within the Dallas and Houston markets. Results: Renewed 40+ hospital contracts within a 12-month period. Created customer retention program that become company standard nationwide. Selected to participate as part of the company's Compensation Committee to review all compensation packages and recommend appropriate changes.

Challenge: To develop new markets nationally for recently acquired tracking division. Selected personally by Executive Vice President of ProNet to bring new technology to market.Actions: Consulted with major financial institutions and law enforcement agencies to determine scope of needs for security tracking product. Created and implemented a strategic marketing strategy. Presented product to city government officials, banking executives, law enforcement personnel and the FBI. Results: Closed sales opportunities within numerous major metropolitan areas and successfully launched new product within given time frame.

Challenge: To lead start-up operation of the Chicago branch as General Manager. Promoted to Regional General Manager and further challenged to take over and turn around struggling Cleveland operations.Actions: Oversaw total office build-out. Hired and trained operations and sales staff. Secured necessary transmitter sites. Implemented added value sales approach. Launched 3-year contract minimum. Results: Opened operation in record time, achieving fastest branch launch of any operation in company history. Attained 60+ new major accounts within 2 years using Added Value approach.