Louie Bernstein Email & Phone Number

Peachtree Corners, Georgia, Us

83% of CEOs I speak with think they're pouring money into the sales department without seeing the results they expect and want. We'll find out quickly if you're wasting money.A Fractional Sales VP/Manager is like having a seasoned sales pro on your team, without the full-time commitment, hefty salary, or HR headaches. Here's why it's not just smart, but financially savvy too. -> Your Time is More Expensive Than You ThinkAs a founder, your time is your most valuable resource. If you're spending hours managing sales, you're not spending that time growing your business. Let’s break it down: •If your hourly rate is $300, and you're dedicating 20 hours a week to sales management, that’s $6,000 a week, or $24,000 a month. • I can step in for a fraction of that cost, typically between $10,000 to $12,000 per month.By outsourcing sales leadership, you free up your time to focus on scaling your business, while saving money on the hidden costs of doing it yourself.-> Immediate Access to ExpertiseOne of the most valuable aspects of a Fractional Sales Manager? You get immediate access to years of expertise without the hefty price tag of a full-time hire. Here’s what I bring to the table: • Proven Sales Frameworks, Processes, and Playbooks: No more trial and error. I implement systems that work from day one. • Strategic Pipeline Management: You’ll know where every lead stands, and how likely they are to convert. Step away from salespeople guessing or hoping. • Data-Driven Decisions: With a Fractional Sales Manager, your sales strategy is backed by data, not guesswork. This expertise allows your business to run more efficiently, closing more deals and generating more revenue. -> You Keep Control: Most founders falsely believe they lose control of the sales department. A Fractional Sales Manager reports to you deals just like a full-time employee. . If this could help you, book a call to find out - https://calendly.com/louiebernstein/30minutes?month=2024-07

Atlanta, Ga, Us

The wonderful thing about this position is Palaniswamy Rajan, our CEO, gave me a lot of latitude to try new things and take different approaches to prospects and customers. At the time we were competing against a behemoth, so it was tough. But, we made progress and targeted areas where we could win. This was a good engagement and Raj, was a good leader.

MindIQ earned a spot on the INC 500 for one of the 500 fastest-growing private companies in America.I founded MindIQ in 1986 because I thought there could be a better way to deliver on-site technical IT training, to owners of Digital Equipment Corporation (DEC) systems. I had the pleasure to lead a team of professionals who were some of the brightest technical minds on the planet. I encourage anyone in a position of authority, to hire and surround yourself with people smarter than you. They will lift you.MindIQ went on for 22+ years. I had way too many experiences (extremely high, extremely low, and everything in-between) to list them here. If you follow me here on LinkedIn or on my YouTube channel @louiebernstein, you'll hear a bunch of the stories.In 2001, we also developed the first, do-it-yourself eLearning platform. I believed the future of learning was some form of eLearning. It has gone way past my wildest expectations. I consider LinkedIn the world's largest University. And it's free!MindIQ set me up for the success I'm having now as a solopreneur, delivering Fractional Sales Management services.If you have a dream, or an idea for what you think is a "great business", don't wait too long. Keep one foot on the dock and the other foot in the boat, if you must, but sail on and see where it takes you.

Atlanta, Georgia, Us

Izenda was such a good experience because we started as an incubator in the Georgia Tech Advanced Technology Development Center (ATDC). It was a great, nurturing environment with a partnership between Georgia Tech, private industry, and the State of Georgia. We grew really quickly and moved three times. Toward the end of my run at Izenda, the CEO decided to bring in VC money, and I was gone shortly after that. New management = New people.Since joining Izenda we grew our sales an average of 52% per year, over the last three years. We used a Sales Playbook I wrote, that helps accelerate onboarding and keep our results consistent. As the Chief Sales Officer (CSO) at Izenda, in my last year at Izenda my team increased sales contract value 104% Year-over-Year. I learned a lot about the Venture Capital (VC) community during the transition. I now try to stay away from those environments. My strength, and expertise, lies with Founders who bootstrap their own business. Neither is perfect. Go where you can fit best.

During the worst economy in 30 years, as General Manager at New Horizons Learning Center in Atlanta I led all six of our national centers in sales and collections, increased sales 10% and increased profits 321%.I was brought in to turn around a struggling office that was lagging in all key metrics, including profitability. At the conclusion of this assignment the Atlanta office was first in revenue of the five locally owned franchises and, more importantly, had returned to profitability. During this time profits increased 321%. The best part of my time at New Horizons was developing my sales training course. I held sales training in a standup fashion or 20 to 30 minutes a day. Everyone would participate. They were shy at first, but came to expect the training. It was really fun and valuable. We built camaraderie and skills through daily learning and repetition.My responsibilities included:• Sales, marketing, logistics, scheduling, and personnel hiring for the Atlanta office.• Direct supervisory responsibility for two teams consisting of 32 people.• Overseeing training of sales staff selling in excess of $500,000 per month.• Managing, scheduling and performance of 1,152+ student customer days per month.• Improving extremely low morale.The low morale, part: There were several sales leaders in my position, before me. I learned quite a bit about management and how I think employees should be treated. It was bothersome to see, but even that experience gave me that much more insight into business.. And it made me better.

Round Rock, Texas, Us

Dell (Really EMC when I worked there) was my last job before starting MindIQ, which went on for 22+ years. Paul Myerson and myself developed the Southeast territory from $50k per month to $400k per month in less than a year. All we sold were 3rd party add-on memory boards, which is what launched EMC. It was fun and quite an education. Plus, a good launching pad.EMC where I really started to learn the lessons of selling. It really set the stage for an outsource sales business that I would later build.

DEC was my first computer hardware and software job. Interestingly enough, I thought was interviewing for a Pre-Sales Support position. My soon-to-be manager said I belonged in sales. He was absolutely right. I stayed four years.I joined as part of a group of junior salespeople and was enrolled in an DEC-internal program called, Field Sales Development Internship Program (FSDIP) - and shipped off to Worcester, Mass for six weeks. It was a great experience. Even got a Cape Cod family visit in. It's where I got my first experience selling to big corporations. I had one of the biggest sales of my career there in 1981, $247k - As well as one of the most crushing losses, for an even larger amount. But, of course, I learned more from the latter. You always do. I was responsible for developing the health care vertical market for Digital in the Southeast. I sold the first VAX computer systems to several hospitals and health care related organizations in Atlanta, including Emory University Hospital, Grady Memorial Hospital, and the Arthritis Foundation. This was where I learned while selling to the medical community that computer hardware and operating systems are great, but people want applications and solutions. I learned there, it's always about the end result, to the customer.Ultimately, DEC was too big a company for me. I didn't do well in large corporate settings. Still don't. I like to act on things and get them done. Now. Now isn't as much of a priority in most big companies.I Always made the DEC 100 award.

My first job out of college as an IT recruiter. It was also my first sales job. It was the best place to start a selling career because it was the most difficult. You had to make three sales at the same time.1. I had to sell a company to hire me to find them a great candidate.2. I had to recruit and sell a candidate to interview for the position. If it was a fit...3. I had to sell the company on making an offer.4. I had to sell the candidate on leaving their current job and take the new one.My hat's off to recruiters who do this every day for a living.But what it taught me was, if I could succeed in this type of selling, I could succeed anywhere.