Customers call me because they are:1. Tired of supply chain disruptions that their rigid ERP cannot adapt to2. Expected to do more with less but are bogged down by repetitive, manual work3. Challenged driving innovation and efficiency by an application development backlog4. Pressured to extend the reach & effectiveness of experts via augmented reality5. Frustrated by the inability to develop a 360 view of their customers

Created a digital marketing and business intelligence system to drive sales growth in the Americas. As part of the enterprise digital transformation project, I championed the SAP Cloud for Customer CRM solution as the business development platform using training, incentives, scorecarding, and best practice sharing. Developed new market strategies for commercial kitchen/food service and automotive segments. Translated voice-of-customer insights into 30% net promoter score increase in the Americas.

DIGITAL TRANSFORMATION• Introduced new $1.5 million e-commerce channel to free 35% of salesperson time and buoy 40% top-line sales erosion• Raised CRM adoption and customer insights capture 60% using manager scorecards, sales incentives, and training• Added marketing automation to enhance sales efficiency, generating $800,000 sales• Installed intelligent forms for supplier bids, speeding service center response 40%• Planned transfer of market intelligence reports to robotic process automation (RPA) and explored cognitive insights applicationsSTRATEGY & LEADERSHIP• Benchmarked competitors and developed e-commerce business case solving customers needs for 24/7 response and simplicity• Divested a business unit, generating $2 million as an option to investing in a 25% ROA turnaround strategy• Converted 100 face-to-face voice-of-customer interviews into a functional specification for $20 million e-commerce investment• Designed strategic product roadmap to build market share 10% with relevant, better and different customer solution tiersSALES & MARKETING• Increased sales $87 million over 2 years by certifying 145 salesperson team to a consultative sales process and verifying pipeline• Boosted value-added sales 20% by finding pain in the customer supply chain and selling fabrication outsourcing• Doubled website traffic and increased visit duration 68% using SEO tactics and content marketing to rank top page with GoogleCONSULTING & CHANGE MANAGEMENT• Led 28-person functional, technical team through software and partner selection, creative design, technical discovery, business process definition, API development, back-office execution, and agile scrums to full e-commerce deployment in 1.5 years• Re-aligned 50,000 customers into a new commercial structure and absorbed a brand acquisition to deliver new CEO’s strategy• Changed a sales culture from product focus to solution selling to disqualify early and sell only to qualified customers

Defined a customer experience roadmap for a new, global, SAP hybris ecommerce channel. Conducted 100 voice-of-customer interviews to set the system functional requirements for 9 categories and 70 features, prioritize master data clean-up, and align business processes. The benchmarking also influenced the lead-generation architecture, setting up the Salesforce CRM sales automation tool to receive qualified leads from the digital marketing platform.

Led functional and technical team of 28 to peak performance levels in the areas of marketing analysis, e-commerce, SEO, and CRM functions. Devised and capitalized on opportunities to increase sales, web traffic, and conversion rates while reporting directly to the CCO and CEO. Built an integrated lead-generation system. REFRESHING NEW MARKETING APPROACHES:> I established Selling 2.0 Vision, advancing solution selling processes to drive high-touch collaboration. > By introducing marketing automation and direct marketing methods, I garnered 6 qualified leads per hour. > In just three months, I completed a market segmentation of 30,000 accounts. > I won top-dollar business with Blue Belt sales process, which focused on engaging only top executives/owners.> After creating Element, a monthly customer newsletter, I attracted 1,000 subscribers in 8 months.> I launched corporate restructuring; reduced selling expenses to 20% by dissolving commercial unit structure, closing five branches, and redeploying assets.E-COMMERCE & SOCIAL MEDIA INITIATIVES:> With SEO and content strategies, I doubled web traffic and increased visit duration 68%. > I sold and deployed $1.5 million SAP hybris e-commerce solution with cart analytics and loyalty program. > Gaining brand credibility through social media and blogs, I grew RFP volume 20%. > I designed a strategic roadmap that included promotions, re-targeting, micro-sites, and marketplace concepts.> To increase awareness of available services, I published the “Metals & More” YouTube video.Link: https://www.youtube.com/watch?v=h1SeKskj1Xc

I certified 145+ sales reps/managers as Orange Belts and exceeded sales plans of $35 million and $70 million while serving as architect, manager, and coach of enterprise-wide solution selling process. While delivering in-depth training, I created a resource dashboard and designed a certification program.

I improved forecasting accuracy by 15% and upgraded inventory management practices at 50 branches by re-vamping the S&OP process to better align branch demand (forecast) to inventory supply

While guiding project management office (PMO) to complete $30 million Oracle ERP deployment within budget, I delivered a fully-operational platform on day one.

I realigned 50,000 customers within new commercial unit structure after consolidating acquired Transtar brand/assets into A. M. Castle & Co. Created Strategy Book for Board of Directors while driving CEO’s top priorities.

Maximized $16 million P&L and 36 staff members, I ensured smooth operations for a national processing center. I transformed underperforming business by driving powerful sales enablement initiatives and training the dedicated sales force on best practices. I also maximized return on assets (ROA) year-over-year.DELIVERED RESULTS:> I grew the division’s ROA from 2.6% to 14.3% in just two years, and devised a turnaround strategy projected to yield 20%-30% ROA annually for the region and its lean fabrication centers.> Hand-picked for CEO’s fast-track development program, I was only one of three graduates in the program’s 10-year history.> I closed sale of the business unit in 2006 for $2 million. I even chaired the divestiture, wrote prospectus, hired consultant, and guided due diligence efforts.

I skillfully managed $4 million truck trailer manufacturing account, and turned around the underperforming territory by adding five key accounts.DELIVERED RESULTS:> By selling fabrication outsourcing services, I boosted revenue 20% in 2002. > With strategic OEM account selection, service guarantees, and in-person engagements, I generated $500,000 in sales.

Controlling P&L for a $50 million service center operation with 20 direct and 30 indirect reports, I responded effectively to economic downturn by reallocating resources, reconciling dormant inventory, and reducing margin leak. I dispatched $5 million in inventory and reconciled 2,000 orders in 90 days while transferring Indianapolis operations to three adjacent facilities.DELIVERED RESULTS:> I maintained second most profitable operation during historic recession.> By instituting monthly reviews for all stakeholders, I increased inventory turns from 6.0 to 7.5. > While elevating customer satisfaction, I reduced operating expenses by $5 million.

I drove profitability of sales teams by sourcing and negotiating raw material contracts. After developing competitive information management strategies with electronic forms and database tools, I increased per-transaction operating profit $11,000 by negotiating larger margin spreads.

After modeling the financial impact of supply chain realignment to a $60 million market, I advised on investment and acquisition strategies to ensure competitiveness and market share growth. I maximized working capital by deferring $6 million investment, and justified the investment for a $750,000 laser on margin and productivity growth.

Booz Allen (NYSE:BAH) is a $6.7 billion management consulting and technology company serving commercial, government, and technology companies.Prepared work scope for two-year, $1.7 million overhaul of 55 rail vehicles in Boston, Massachusetts. Identified method to recoup $8-$16 million/year in evaded fare revenue for the State Rail Authority in Sydney, Australia while completing retrofit of 450-railcars, $300 million procurement. Successfully negotiated $6 million in additional equipment for Maryland Mass Transit Administration’s $61 railcar procurement.