Steve Ball Email & Phone Number

Liverpool, United Kingdom

Reporting to the Managing Director, my role as Commercial & Marketing Director is to drive the continued development of all brands under the Palace Umbrella. Supporting the National Sales Team with the company’s major accounts, I also assist with all new product & range implementations as well as exploring all new routes to market.

Reporting into the General Manager I have overall responsibility for the commercial team’s strategic plans. Supporting the sales and marketing teams with implementation of these plans as well as managing the sales and overhead budgets. With overall Responsibility for managing the individual business units in terms of margin contribution and P&L return.Managing and leading the National Sales Team of 18 people across commercial, retail and specification sales with responsibility for overseeing plans and objective setting. Ensuring the effectiveness of each area and managing the resources to ensure each region is achieving its KPI’s.Key account responsibility for the company’s largest account Topps Tiles. Management of all day to day contact with buying and marketing teams to increase both brand awareness and market share. Supporting the development & implementation of new products and promotional activity and the category management of all ranges.

Stoke-On-Trent, United Kingdom

Stoke-On-Trent, United Kingdom

As National Account Manager for Building Adhesives Ltd, I have full account responsibility for Topps Tiles under the BAL Adhesives brand, working alongside the buyer to increase both brand awareness and market share for our two businesses by way of strategic planning and category management.My role also involves working closely with the National Sales Team to increase opportunities for the Dunlop Adhesive Brand within its chosen markets and to develop its existing customer base. With Dunlop’s team I increase brand awareness of Dunlop Tile Adhesives through innovation, service and support, and can draw on my experience of Dunlop and BAL products through previous roles within the company over the past few years.

Building Adhesives (BAL) is the leading authority in the UK professional tiling market. At BAL I was responsible for the Southern PSTs (Product Support Technicians). Here I managed and developed key distribution to customers throughout the South of England. I drove sales of BAL and Dunlop products to existing customers whilst finding new routes to the market.

As a self-employed sub contractor for ROK I supervised projects throughout the region. ROK insurance, as one of nation’s leading organisations for refurbishing flood and fire damaged residential properties, allowed me to source and organize cost effective materials for assignments whilst managing multi site projects.

In this role I was responsible for the National Field Sales Team of 5 & 2 Demonstration Merchandisers. I drove sales through all business sectors by way of effective people management, which helped open and develop new routes to the market.

Tile Depot is a small private company that consists of 16 Tile shops throughout London and the Southwest. With the company I project managed all new ranges into the business. I had ownership of all NPD and in-store POS, which I used to train staff and educate on all product ranges.

Reporting to the National Sales Director I was responsible for a team of 21 personnel (6 x Contract Sales Managers, 5 x Retail Sales Managers and 10 x Merchandisers – Int & Ext). Alongside my team I developed the largest regional sales budgets within CTD through driving sales through all business sectors by way of effective people management.

Following the restructure of the business I developed all company brands throughout International market sectors to include ROI, Australia, Hong Kong, W & E Europe and the Middle East. My role looked at developing new business relationships and leading a team to drive forecasts and hit pre-determined budgets. My main achievement at Swish UK was experiencing the turnover increase by 12% and profit by 8%. This was strategically executed by creating new market growth and exiting small customers.