We are a Minneapolis-based manufacturer’s representative and consulting firm marketing to Amazon.com. For over 20 years TANA has lived by one goal …to support the vendor in facilitating every aspect of doing business with Amazon. What makes TANA Sales so appealing to both our vendor clients and Amazon?? Whether it's consulting or day-to-day management of the business it’s our TEAM of sales and support professionals strategically assembled because of their strengths and experience in managing business at Amazon.com who make the difference. Our team of 33 includes 9 former Amazon.com employees that are adept in Sales, Marketing, Vendor Central, Amazon Marketing Services and NIS completion.Few independent or vendor sales forces can match the depth of our Amazon knowledge. Our Team has a sophisticated understanding of Vendor Central to include a comprehensive working knowledge of both ARA Basic and ARA Premium.Feel free to contact at any time, www.tanasales.com or 708.334.6517 for more information.

NFL, MLB, NCAA licensee of Children’s Apparel & Socks. Also Wolverine licensee for work outdoor and casual socks and Healthtex Childrens Socks licensee.Increased Pine Sports sales from $8M in 2003 to $18M in 2009. Reported directly to the owner, negotiated with licensors and directed the entire sales process. The company closed in 2009 after 65 years in business due to the financial crisis of 2008. Selected accomplishments include:• Exceeded selling goals by opening Macys, Kids Footlocker, Kohl’s, Babies R Us, Kmart, Target, and Dicks.• Developed a team of 7 independent sales representatives that grew the college bookstores business 32% to $900,000 in 2007-2008.• Created a budget and an operating plan to build the seasonal and re-orderable blank business at CAMEX, Tailgate Licensing, MAGIC, and Off Price Shows. The sales at these shows generated an additional $1.2M in 2008 and was accomplished at 30% below budget.• Built the off price task force that focused on obsolete inventory in the off price market. We lowered the obsolete inventory by 80%, while still averaging an 11% gross margin.

Reported to the US Director of Equipment sales, coordinated development of BSSA product, sales programs, and strategic planning throughout all channels of Nike distribution. Athletic Specialty, Sporting Goods, Mid Tier and Department Stores. Selected accomplishments include:• Achieved BSSA financial targets in FY03 Winning “The Golden Calculator” Award for Q2 & Q3. • Created pre-line seasonal meeting plan that includes key account assortment planning, financial planning stock to sales planning, individual sales programs and marketing plans.• Initiated “quick strike” product process to get styles to market faster.• Reduced Sock and Sport Accessories SKU count by 11%.• Increased direct shipments of FA03 Bag business by 12% resulting in +3% in gross margin percentage with those accounts.

Reported to the Strategic Department Stores Channel Director. Lead the ten person sales team in strategic planning and the sales effort. This included facilitating in-line and special make-up product, formulating sales goals, and creating financial and assortment plans for department stores in the United States. Selected accomplishments include:• Proactively participated in sales account management process with channel director and strategic account managers to continue developing a healthy business environment. Resulted in five consecutive quarters of achieving sales goals, an overall increase of 26% in bookings.• Identified managed space opportunities within the channel. The decision to build Nike Shops within the channel was based on our assortment and financial planning versus the investment made by both Nike and the accounts. As a result the number of shops operating increased from 75 to 90 in FY01 to 119 in FY02.

Reported to the president and owner. When I joined the company sales revenues were $9M. Over a ten year period the sales increased over to $65M. Selected accomplishments include:• Engineered the development of Oshkosh B’Gosh and Disney business at Target, Wal-Mart, Kmart, Sears, Kohl’s, and J.C.Penney, expanding national distribution and annual sales volume by 25%.• Established a stock to sales plan reorder system that tracked monthly sales activities at all accounts that were on re-orderable programs. These steps significantly improved monthly forecasting accuracy and improved delivery on re-orderable styles to 92%.• Chaired a committee to reduce operational mistakes that were resulting in charge backs and short payment. Reduced charge backs by 20% in the first three months of the program.