RESPONSIBILITIES: Leadership of a 24 person team, with 4 direct reports managing a large sales volume. Responsible for collaborating on the corporate go to market strategy and then incorporating that strategy and initiatives in to the business while also developing market based strategies with the regional managers to grow the business. Additionally responsible for the development of the team and build out of key sales processes. Key Deliverables: Reshaped Key Markets- Executed on all key corporate strategies and simultaneously reshaped key markets to drive better than market growth in both new and established markets by changing the approach to drive alignment to the customer and working with willing and capable partners to change the growth rate. Built out new Processes- Built out a collaborative market based process to identify market growth or retention opportunities. Managed these opportunities with a pipeline based approach to drive pipeline speed with a fast to win or fast fail approach to keep the right opportunities moving. Built new go-to market program- Built out a game changing replacement 'go to' market program leading a cross functional team that reset and positioned relationships with capable and willing dealers to invest and grow the retail installation segmentDeveloped key leaders, recruited an A player and developed 2 Senior Territory managers.

RESPONSIBILITIES: Leadership of a 22 person team, with 3 direct reports managing $190M business across 700+ dealers on the entire East Coast. Responsible for collaborating on the corporate go-to market strategy with the sales leadership team, marketing and finance to deliver profitable revenue. Worked to realign the sales team in 2018 to drive improved collaboration and focus on process and best practice share through more scaled management and process development. Member of Churn and Pipeline Masco Corporate wide team in 2019. Member of Kaizen core team and SG&A team. Key Deliverables: Strategic Contributor (Learned new product and category)- Became a credible member of the Dealer Sales leadership team and was a go-to resource and collaborator to the leadership team, marketing, finance and operations at the onset. Leveraged my fresh perspective and ability to navigate processes, cultures and environments, to make a positive impact quickly. Business Development- Established a Business Development process in 2 key markets, DC and Philadelphia to drive improved penetration the Remodel & Replacement segment. Built new processes- Collaboratively built out a new Pipeline and Daily Management processes to identify and drive key, market or account based initiatives throughout the sales team. The process accounted for the challenges faced by the sales team to manage the day to day activities, but also keeping the game changing opportunities moving. Built Productive National Relationship- Grew key national relationship with USLBM through focused opportunity management and the creation of a private label line. Developed Leaders- Developed 3 new sales leaders and drove improved quality of hire and retention.

RESPONSIBILITIES: Complete leadership of a full business turnaround and restructuring of this Independent Pella Distributor through housing downturn. Realigned the business to market opportunity and value add shift from distributor back to Pella that allowed the business to improve the customer Key Deliverables: Reshaped business- Realigned the business better compete by restructuring and creating a high functioning management team through proper alignment and recruiting talent to the team. Framed a vision that focused on controlled inputs and outcomes, transparent communication and delegation of solutions. Delivered improved profit in every year from 2009 - 2012. Produced profit- Improved the service team performance to top 20% of scorecard rankings within 2 years by installing a solid leader, building collaborative discussions and implementing Value Stream Mapping and Kaizen.

RESPONSIBILITIES: Consultative role working with 17 independently owned Pella Sales Distributorships across the US and Canada. Worked with Distributor ownership to invest in and deliver growth, profit and satisfaction across all segments, including: Trade (calling on Builders & Remodelers), Retail (in home installed sales), Commercial projects and Service. Data driven role that required building credibility with all stakeholders in the distributors. Data included all P&L, Balance sheets and comparable metrics. (Headcount, asset allocation and investments)Key Deliverables: Consultative Leader- Established credibility through rapport built by establishing mutual shared goals and creating a sense of transparency and commitment to their business. Built Strategy Playbook- Developed Pella’s Remodeling and Replacement strategy and playbook in 2007 that was used by all Pella distributors. Lead Continuous Improvement- Co-Leader of the Sales productivity team that drove increased efficiencies at sales branches.

RESPONSIBILITIES: Strong developmental opportunity to manage a 14 person distributor sales team. Supported growth by recruiting, developing and retaining top talent to drive growth through strong business development activities. Worked with the sales team to develop relationships with builders in the Chicagoland market. Key Deliverables: Lead Corporate Initiative- Pilot Lead Pella’s national vinyl pilot during the introduction of this line to the Pella offering. Delivered learnings that created that foundation for a product that is a big part of Pella offering. Built Recruiting Relationship- Established recruiting partnership with DePaul University that resulted in 5 hires.

Managed the Menards account and lead a 10 person field sales team.

Managed a 10 person sales team supporting national accounts in the north central.