Manage all areas of operations to improve cash flow, profitability, and ROI to the patron owners. Mitigate risk for the company as a whole.

Managing the growth our our Plant Nutrition line of SRN X Liquid Nitrogens, DYNAPHITE, Micronutrients, and our PHITICIDE fungicide.

Board of Director, Transitional CEO, Business consultant, capitalization opportunities, restructured governance, and help hire new CEO. Reduced days sales outstanding from 76 to 42. Introduced new culture and strategy, mentoring and development of management team.

Recruited to guide the growth of a regional agrichemical distributorship offering agricultural, turf, ornamental, pest control, IVM, aquatics, seed and fertilizer products to retailers and professional specialists nationwide. Accountable for developing a growth strategy, establishing internal controls, developing manpower and creating new avenues to market. Staff of up to 250. Grew revenues from $40-million to $100-million by 2000, then to just under $300-million by 2008. Expanded the operations to encompass 17 retail facilities / wholesale facilities providing direct-to-the-end-user services in Texas, Oklahoma, Missouri, Kansas, Arkansas, Colorado and New Mexico offering high margin and high service products. Established a second corporate structure (USAg) to target low margin and low service clients that produced over $100-million in annual sales. Added direct-to-the-user shipping strategies that utilized public storage as the go-between. Created the Crown line of products, replacing the existing brand of surfactants and adjuvants and took sales from less than a million to over $6-million annually. Eventually developed over 30 different product titles within the Crown line. Created recruiting strategies targeting top producing college graduates, and competitor’s sales representatives, that ultimately created great depth in the organization, boosted career development and maintained an abnormally low attrition rate – less than 10%. Directed the creation and implementation of numerous financial management tools and reports for budgeting, cash management and reporting, as well as creating internal policy and procedure that would allow for sustained growth over a 15-year period.Oversaw the 2008 repositioning of both manpower and marketing, reducing headcount from 250 to 165, primarily by automating processes, eliminating under performing employees by consolidating

Available

Accountable for sustaining the relationship with two major national distributorships – VPG and Helena Chemicals – that marketed the company’s herbicides, insecticides and fungicides to major retailers, growers and professional end-users. Produced three years of consistent account growth including growing overall revenues and increasing the amount of products each distributor carried. Collaborated with the corporate marketing director and accounting to develop annual incentive, pricing and advertising co-op programs. Brought client leaders to the HQ in Greensboro to discuss future growth strategy with senior Ciba-Geigy executives. Trained distributor sales teams in product knowledge and positioning, oversaw several new product launches and coordinated the efforts of Ciba-Geigy sales representatives with distributors various localized operations. Assisted resolving inventory control issues with the distributors.

Directed a mature ten-person sales team covering the Kansas, Colorado and Nebraska panhandle region and sustaining a $40-million annual quota for the district. Inherited a team that had seen 12 District Managers, suffered morale and motivational challenges and a deep lack of trust.Exceeded aggressive quotas by at least 10% for three years in a row and ranked in the Top 10% of all District Managers in the company. President’s Club for DM’s in years three and four. Promoted three sales representatives to more senior responsibilities: One to the District Sales Manager’s roles, one to Key Territory Management and a third to the Turf division.

Selected for the fast-track management program and assigned various analyst roles throughout the company including on-site plant accounting and audits, corporate budgeting, product and marketplace analysis for the Product Managers, and other like assignments in R & D, Manufacturing, Sales and Marketing. Selected to present a Capital Expenditures request to the full Board of Directors.

Directed the ongoing marketing and account management for two major distributorships and over 75 retailers of the company’s agrichemical products. Call on purchasing manager, general managers and retail store owners / operators. Produced 115% to 125% of very challenging annual goals, ranking in the Top Ten Percent of over 300 sales reps nationally. President’s Club in the last two years. Accompanied distributor or retail sales staff, calling on product end-users, to offer technical advice on the chemical usage, safety and appropriateness for specific uses. Generated ongoing training and product knowledge programs for the various sales teams to address competitive products, product utilization, cost effectiveness and emerging trends.