• I learned the Third-Party Verification side of the business to understand the backbone of the company.• Learned the Outbound Sales team procedures and started implementing refined training and additional methodologies to increase the team performance.• Worked through the company by consistently being a leader, mentor, trainer, and implementing strategies to continually increase overall margins.• I now manage four different sales teams with 20-40 reps at any given time. The teams do both Inbound and Outbound calls in both the B2C and B2B environments.• We have consistently outperformed competing rooms in both Sales and Lead Generation/Appointment setting.• I also manage a 25 rep team that makes both Inbound and Outbound political, radio, and industry satisfaction surveys• I am required to maintain a .50 gross margin for each team to maximize profit potential for the company.• I have learned to program some in HTML so that I could manage our cloud-based dialer, create and load scripting, manage lead imports and exports, and create custom reporting for different client specific expectations.• I spend a portion of every day developing relationships with important players in the industries we are targeting so that I can bring in new potential projects as needed.• The last 5 projects we have brought to the company has been from my established relationships.• My teams are required to provide at least 45% of the company’s monthly gross revenue and we routinely exceed that.

MAY 2008 – JUNE 2009GENERAL MANAGER, NORTHSTAR STEAKS – DULUTH, MN• I ran the day to day operations of the business at a level exceeding the minimum standards given to us by the home office.• I had 5 to 8 trucks with 10 to 16 employees at any given time.• I kept daily records of the sales these employees made, motivated, trained, and hired employees as needed.• My typical work week was Monday – Saturday 9am – 11pm.• I started each day with a motivational meeting to energize the reps and give them direction for the day and then spoke to each employee at the end of the day to determine what goals were met and what skills needed to be worked on. I used these EOD meeting to give additional one-on-one trainings to help the employees achieve their goals the next day. • Finally, I reconciled each employee’s EOD payment envelopes and reports to ensure accurate records of our inventory and income were kept.

• I was help accountable for a sales team of 13 representatives all working efficiently to reach the goals set by the Sales Manager.• I successfully managed 300 hospital and nursing home accounts throughout the country.• I introduced products, helped establish needs, and sold durable medical equipment using a consultative sales approach.• I invoiced more money than any other employee in the company’s history up to that point.• I utilized telephone, email, internet, standard mail, and faxes to maintain relationships with numerous contacts and decision makers at each facility.• I had to be proficient in Microsoft Excel, Word, and Outlook, as well as the Great Plaines CRM.• I Was the main liaison between the sales reps and the CEO of the company.• I was required to perform as a leader, sales representative, customer support agent, accounts payable agent, and mentor for my sales team and for my customers.

• I worked a complex sales cycle to major corporations in the Healthcare industry.• As a Senior Account Specialist, I was required to work independently to present products, services, and give sales demonstrations through multiple medias which included the phone, internet, and written correspondence.• I also had to have the ability to adapt very quickly to new settings and obstacles that I would encounter during interactions with customers.• I farmed new customers from my pipeline, while maintaining my current customer’s needs.• I accurately documented all the stages of my accounts from the beginning to the end.• I accurately forecasted future sales from the state of my pipeline.

• I joined the team in Duluth, MN and learned how to run a route by taking care of current customers, going door to door both B2B and B2C to prospect new customers, and maintaining current paperwork for all customers on the route as well as proper permits for the state.• I was promoted to be a Traveling Trainer for the routes and spent 75% of my time going to the offices in other states to train their current drivers on how to follow my SOP to be more effective and efficient, which increased profits for all.• I was able to increase each office’s gross revenues by 35% at a minimum.• I was finally promoted to be the Sales Manager based out of the Traverse City, MI office.• I led a morning meeting to get the drivers excited and ready to hit the road each morning, required them to check-in throughout the day to maintain that enthusiasm, and then cashed out their trucks each night.• I stayed in contact with the home office daily to ensure we kept current on inventory and reporting.