-#1 Amana Salesman in dollar volume in the Southern Region in 2014, 2015, 2016, 2017 and 2018.-#1 Amana Salesman in high efficiency equipment sales in the Southern Region in 2014, 2015, 2016, 2017, and 2018.-Proficient in designing Mitsubishi City Multi systems for commercial buildings as well as residential.-Doubled the sales of the company in 3 years through face to face marketing, key hires, expanding our product line, and growing the commercial division within the company.-Responsible for overseeing all sales by technicians and other salesmen and meeting our monthly and annual sales goals. -Work with general contractors, owners, and engineers on commercial projects to insure the project is being properly streamlined.-Meet with the technicians on a weekly basis to teach them about new products and to work with them on their dealings with our consumers and how to improve communication between the business and consumer. -Conduct Manual J, Manuel D, and Manuel S on all new construction projects.-Constantly looking for new talent and interviewing them when found. After interviewing the candidates, I make strong recommendations to the owner.

-Oversaw the largest sales territory in the company ranging from Pascagoula, Mississippi to Houma, Louisiana. -Averaged 3 new customers a month by continually cold calling every week and presenting a diversity of products.

Purchasing-Oversaw purchasing of all materials on jobsites across the country (Arizona, California, Texas, Mississippi, Louisiana, Arkansas, Florida, Virginia, and Georgia).-Increased purchasing power and raised gross profit by over 8%, expanding from 3 vendors to 9 vendors and introducing alternative product lines.-Researched alongside vendors to ensure that products met NAFTA and the Buy American Act requirements as well as local code requirements.-Kept up-to-date lead times on materials by communicating with vendors.-Educated in how to effectively market HVAC equipment that met the standards for federal tax rebates.-Watched and examined the world news daily to discover any indicators of a rise in raw materials and commodities that would affect costs. Purchased materials ahead of schedule if need be to remain in budget.Operations-Established the company’s warranty procedures which kept equipment parts properly replaced in a timely manner and made sure correct labor costs for the warranty were paid by the vendor.-Assisted in creating job cost estimates by taking material off construction plans and furnishing the material lists to vendors for bidding.-Ensured accurate material lists were being created and utilized by jobsite supervisors, resulting in proper inventory levels being stocked and maintained.-Created and assembled pre and post job documents such as submittals, hazard communications, safety plans, and operations and maintenance manuals.-Worked with the jobsite mechanical engineer and other trades to properly create and revise HVAC shop drawings for all unit types on all job sites.-Continuously read industry publications to educate myself and stay on the cutting edge of new product offerings; incorporated these into our jobsites to save time, money, and increase energy efficiency.

Outside Sales-Generated a monthly profit within 3 months of starting the branch by blitzing our new customer base with face to face cold calling and offering lower prices than our competitors.-Grew territory by $800,000 within the first year and $1.2 million within 2 years of opening the branch by building solid customer relations.-Consulted with customers on ways to raise their profit margins and sales by evaluating their business plans and suggesting different products and marketing ideas.-Trained other outside salesmen to assess customer’s needs depending on their service sector and present appropriate products to fulfill these needs.Management-Promoted to manager and established new branch within 7 months of hire date.-Youngest manager for Three States Supply Company to establish and run a branch.-Overcame a $52,000 start-up deficit within 8 months of opening the branch by watching expenses closely and slowly raising the branch’s profit margin.-Ranked 5th out of 22 branches in gross profit margin.-Maintained a sales-per-employee level of $330,000, which ranked 4th out of 22 branches.-Scored 90% or higher on all inventory audits.