| 2/09 to Present |
Consultant |
|
| OVERVIEW |
Assisting a small IT Staffing Company and a midsized financial services
company grow in the Midwest |
|
|
| 6/07 to 2/09 |
Regional VP - Midwest |
TAC WORLDWIDE - Global IT Consulting |
| OVERVIEW |
Managed P&L, sales growth and service for Midwest (3 offices, 100+ staff). Member of Corporate Management Team responsible for developing and executing strategy, driving performance and growth to reach fiscal goals. |
|
| REGIONAL |
IMPACT |
REBUILT TERRITORY & SALES TEAM - took over region in deep decline - '07 revenues fell to $12.5M from $17M+, and $5M was at risk (past RVP left with 6 top producers and 90% of the customers); 60% of revenues came from one client, Wells Fargo. |
|
| |
Solution |
Turned sales team into business developers. Required one marquee account (i.e. Wells Fargo, Sears, Thompson, Blue Cross, Cargill, Discover) and 3 other accounts a quarter. |
|
| |
Solution |
Created metrics/goals based on industry averages and internal run rates, tied to individual performance. Metrics were reported to the group and reviewed individually once a week. |
|
| |
RESULT |
Within 20 months, opened 22 new accounts worth $7.8M in revenues while also saving $4.5M of the $5M at risk by renegotiating with Wells Fargo (TAC became their #1 vendor). |
|
|
| ENTERPRISE |
IMPACT |
INCREASE
GROSS PROFIT
- Introduced the following solutions to increase TAC's average corporate gross profit of 18.1% and Midwest margin of 19% ($2.26M on $12.5M in revenues). |
|
| |
Solution |
Attained transparency and accountability by creating/implementing a unique gross profit calculator which calculated GP% on all deals then mentored the entire sales team to structure each deal on real numbers. |
|
| |
Solution |
All deals were reviewed, if GP% was under 22%, it required RVP approval to go forward. |
|
| |
Solution |
Transparency to the team produced a self-policing effect. |
|
| |
RESULT |
Regional - Increased GP from 18% to 24% - a $625K net increase in profits. Gross Profit process was adopted company wide and increased corporate GP for FY2008 from 18.1% to 20.1% or $12M a year on $600M revenues. |
|
|
| 12/06
- 6/07 |
General
Manager |
GLOBAL CROSSING - Global Telecommunications Provider |
| OVERVIEW |
Increased
market share,
drove sales,
trained
and motivated
staff to
meet their
sales objectives
for this
$2B public
telecommunication
company
in its third
largest
metro market. |
|
| CHICAGO |
IMPACT |
REBUIILT
MARKET,
SALES TEAM
& COMPETITIVE
POSTURE
- Our sales
rate of
$17M was
well below
the $100M
Chicago
target. |
|
| |
Solution |
Recruited
6 sales
staff (8
person team),
using a
professional
network
and leveraging
the fact
that I would
be their
direct manager
to convince
performers
to join
the team. |
|
| |
Solution |
Created
a 14 point
sales prospecting
campaign
(with CRM
and Sales
Force Automation,
qualifying/
follow up
calls, postcard,
automated
emails,
handwritten
note) to
penetrate
Chicago's
64 Fortune
500 and
1,600 companies
with a $10+K/month
telecom
spend. |
|
| |
RESULT |
300%
more prospects
uncovered.
Attained
157% of
quota. Meetings
per week
doubled
from 3 to
6 and we
grew a stronger,
more manageable
sales pipeline. |
|
|
| ENTERPRISE |
IMPACT |
PLANNING
CORPORATE
WIDE
- held a
monthly
call with
the CIO
and Chief
Marketing
Officer
to discuss
new selling,
business
development
and marketing
strategies. |
|
| |
RESULT |
Global
Crossing
adopted
my sales
process
company-wide
(rolled
out to 600+
staff). |
|
|
| 12/97-
12/06 |
President
- 12/97-5/03 |
FUTURE
TECHNOLOGY SOLUTIONS
- Consulting
& IT Outsourcing |
|
Management
Consultant - 5/03-12/06 |
| OVERVIEW |
FTS
has 2 phases,
phase 1 consisted
of starting
the business,
expansion
and eventual
sale of company.
Phase 2, consisted
of being a
business consultant
to companies
in start up
or turn around
stages across
e-learning,
staffing and
IT consulting
industries. |
|
| |
PHASE
1 |
BUSINESS
BUILDING
AS PRESIDENT
- Started
FTS as a
break/fix
maintenance
company
by Year
1;
added 25
clients
and had
a staff
of 4. Year
2-3;
added website
development
and design,
hired 2
web designers
and built/hosted
over 50
sites. Added
IT staffing
division
3Q/2000. |
|
| |
|
- Oversaw
budgets;
business
plans,
service
offerings;
sales
goals
and
company
grew
cash
flow
to $50k
-$250k
/month.
- B2B
sales
focused
on matching
clients
to solutions
to deliver
a good
ROI,
higher
efficiency,
better
process
and
mutually
agreed
project
scope
with
clear
channels
of communication.
|
|
| |
RESULT |
Sole
source of
sales driving
company
to $3 million/year
that included
20 staffing
clients,
50 IT Maintenance/break
fix clients
and 50+
website
development
clients. |
|
|
| |
PHASE
2 |
BUSINESS
EXPANSION
AS MANAGEMENT
CONSULTANT
Retained
by three
companies
(one company
at a time)
to lay foundation
to intelligently
expand their
business,
salvage
corporate
client relationships
and innovate
strategies
to grow
revenues/profits
against
stiff competition. |
|
| |
Client
1 |
eLearning
company
with only
two clients
(the owner
won Baxter
Healthcare
and Ryerson
Steel after
working
as a contractor
or employee
at each
company). |
|
| |
|
Challenge: 70%
of all revenues
($1.4M)
were in
jeopardy
when Baxter
changed
management
and eLearning
lost favor
with the
new leadership.
Action: With
kid gloves
- calmed
Baxter,
reduced
hourly rate
10% and
extended
the expired
contract
for 2 more
years. |
|
| |
|
Challenge: eLearning
lacked management
infrastructure
to grow
quickly
and intelligently.
Action: Built
new sales
department,
website,
marketing
collateral
and direct
mail/email
campaigns.
Hired inside
and outside
sales teams,
conducted
sales appointments
and mentored
junior sales
staff. |
| |
RESULT |
Doubled
business
in 9 months
from $2M
to $4M -
with 2 inside
and 1 outside
sales staff. |
|
| |
Client 2 |
$40M IT Staffing Firm wanted
to open
a Chicago
office and
grow to
$3M+ in
one year.
Hired a
team of
2 recruiters
and 2 sales
people (using
my network),
developed
infrastructure,
marketing
and drove
sales, with
full P&
L responsibility.
Led staff
recruiting
campaigns
for: Dell,
ADP, BP
America,
JPMorgan
Chase, Motorola. |
| |
|
Challenge: lacked
brand and
name recognition
in Chicago.
Action: Launched
an aggressive
territory
development
plan targeting
3,000 companies
and within
6 months
added 3
marquee
accounts
and 6 "b"
level accounts. |
| |
|
Challenge: Dell,
a national
account
worth 25%
($10M) of
all revenues
lost $1M
a year from
a fixed-bid
billing
relationship
(Dell typically
used contract
staff 2-3X
what they
paid).
Action: Convinced
Dell's SVP
of Professional
Services
to agree
to a "flexible
service
rate" and
created
3 rate tiers;
fixed bid,
time & material
(T&M) and
"best guess
T&M." |
| |
RESULT |
Grew
margin from
-10% to
+25% on
Dell business
(turning
$1M/year
loss to
a +$2.5M
profit -
$3.5M swing).
Dell adopted
my flexible
rate plan
for their
outsourced
IT business. |
|
|
| 5/96 to 12/97 |
VP Sales & Operations |
CELLTALK EXPRESS
- First prepaid
cellular company
in the Midwest |
| OVERVIEW |
Recruited
by a business
owner who
as an Electrical
Engineer
had developed
unique product
but did
not know
how build
sales or
sustainable
operations
that were
scalable. |
|
| Company |
Rebuild |
Created
CellTalk's
organization
structure,
marketing
materials,
sales training,
presentations,
compensation
plans, policies
and procedures,
and coordinated
with vendors.
Created
internal
processes
for ordering,
processing
clients/agent
needs, and
negotiating
with suppliers. |
|
| |
Needs |
Company
lacked business
structure
and needed
to recruit,
train and
hire, build
customer
service
/ technical
service
/ inventory
departments.
|
| |
Solution |
Built
sales force
from 0 to
15 covering
6 states.
Developed
sales pitch,
presentations,
marketing
material,
and sales
training. |
| |
Solution |
Built
customer
service
from 1 to
6 staff.
Developed
customer
service
scripts
and training. |
| |
Solution |
Leveraged
network
30 existing
selling
agents who
had relations
with credit
worthy wireless
stores and
then grew
it to 300
agents. |
| |
RESULT |
Grew
revenues
from $6
million
to $18 million
in 8 months.
Opened and
grew markets
in IL, MI,
WI, IN,
OH, and
NY. |
|
|
| 11/95 -5/96 |
Sales Manager & Sales Trainer |
USN COMMUNICATIONS - Telecommunication Provider - CLEC |
| OVERVIEW |
Hand picked to help with monthly, national sales training. Additionally, ran my own sales team. Personally worked with hundreds of sales professionals and executive managers. Taught sales process and follow up that resulted in raising closing ratios and strengthening client dedication. |
|
| |
RESULT |
Built the #1 sales team in the U.S. (out of 35 markets or about 100 sales teams). |
|
|
| 11/94- 11/95 |
Senior Account Executive |
AT&T |
| OVERVIEW |
Serviced 15 key accounts including Ameritech Mobil, Cellular One, PCS PrimeCo, and Walgreen's. |
|
|
| 11/ 91 - 11/94 |
Sales Representative |
MCI |
| OVERVIEW |
Established and maintained corporate accounts. Developed a corporate referral account program that was adopted by the industry and used up to 2006. |
|
| |
RESULT |
#1 sales man out of 400 nationally for MCI Wireless. |
|
|
| 11/94- 11/95 |
Senior Account Executive |
AT&T |
| OVERVIEW |
Serviced 15 key accounts including Ameritech Mobil, Cellular One, PCS PrimeCo, and Walgreen's. |
|
| |
