Unused company property-inventory (assets) was no longer generating income, but incurring expenses (liability) to maintain and manage. The property was not fully depreciated.

Evaluated property's future utilization, remaining depreciation, existing liabilities (insurance, maintenance, expenditures), remaining value, resale ability and cost to destroy. Based on evaluation, proposed to eliminate 2/3 of the inventory immediately and all remaining assets within a two-year period.

Proposal was accepted and reduced company annual expenses by $50,000+. Evaluation of all property assets is now an annual standard procedure.

Company was faced with declining revenues and the need to restructure and reduce operating expenses. The industry itself was facing challenges, resulting in fewer potential customers and resistance to support price increases.

Developed and implemented two-year strategy to reduce company expenditures and operating expenses. Restructured and reduced staff by nearly 30%. Reduced expenditures for products and programs by nearly $2 million. Restructured staff benefit offerings (froze pension contributions, shifted to employee-contribution insurance program formula, eliminated profit sharing to 401k program, etc.), reducing these operating expenses by hundreds of thousands of dollars.

Operating expense reductions gave company more latitude for competitiveness in a declining market that forced fiercer competition for the remaining business.

Creation of new product required immediate expansion of sales force. Time, equipment, and resources were all limited.

Quickly sourced, negotiated and engaged independent company with existing experienced sales team and equipment. Implemented domestic and international sales strategy with detailed education-training program.

Launched sales plan (including both inside and outside sales efforts) within one month, successfully generating more than $3 million in sales within six months.

Database inaccuracies were hindering quick access to accurate information. United marketing and technical teams to develop and engage plan to improve functionality and improve (organize, maintain, clean, dedupe, expand and update) customer and potential databases prior to launch of new sales and marketing initiative in eight-month period.

Improved and delivered new database in six months, updating current customer information 89% and generating 200,000 new potential customer records, saving thousands of dollars in postage and printing expense previously lost to bad information (addresses, duplicate information, etc.). Established procedures, standards and a system for continuous improvement.

Company needed to increase and diversify revenue sources. Simultaneous to managing operating-cost reduction plan, strategic initiatives were developed to increase revenues in existing service/program offerings and source/introduce new forms of revenue for the company.

Successfully increased average service/program price by 20%, increased sales by 20%, and introduced sponsorships that covered 15% of the program cost. Averaged two new programs annually, proposing 30+ new programs to be implemented over the next three years. Also proposed subleasing office areas, renting out meeting facilities, and selling part of the association property-assets.

Implemented programs met the company’s current needs and expectations, and remainder of the revenue-generating proposals is receiving further review to add revenue and greater diversification.

Company needed to manage investments to maximize returns and minimize risk in an unknown, post-9/11 economy.

As trustee for the organization’s general and pension plan investments, collaborated with president and Board’s finance committee in planning, forecasting and managing proper investment strategy for the organization’s significant investments. In 2001, with nearly $20 million in the investment portfolio, personally supported a more conservative investment approach than in previous years, along with a shift of investments into a guaranteed fund.

This conservative approach resulted in continued return on overall investments after 2001. Returns were minimal for the association, but did not result in losses like most investments since 2001, saving the association potentially multimillions in investment dollars. The executive team agreed to be more conservative at the right time.

Immediate need surfaced to improve customer communications, but the company had limited time, funding and internal expertise to develop and execute new marketing, advertising and PR campaign.

Quickly sourced, negotiated and engaged appropriate companies to support internal team to develop and implement a strategic plan and budget to include improved advertising, electronic marketing and traditional marketing, database expansion, newsletters, media/press release promotion, broadcasts and website development and functionality.

Efforts resulted in strengthening organization’s brand and image, communications with customers, support for sales efforts of more than $3 million, accomplished 15% under budget and one month earlier that forecasted. Results were satisfying, but this is an area deserving and requiring continual improvement and dedicated departmental attention.

Needed to develop, promote, sell and deliver a new program within limited timeframe and budget.

Following involvement in strategic planning process, immediately implemented the plan to deliver this new product to the industry, orchestrating sales, marketing and operational teams under a very tight timeline.

Exceeded expectations by delivering this new product, operationally, on time and within budget, and managing sales and marketing efforts that delivered revenue more than double the amount of other new product introductions in the industry.

Excessive cost increases were associated with company’s international products/programs, and the company had limited control over pricing and conditions abroad.

Implemented open bidding and stronger negotiations with all vendor-contractors. Purchased equipment (verses rental) and hired an agent to warehouse, maintain, and rent out equipment. Improved management of foreign currency rates by establishing foreign accounts and investments, and developed a procedure to maximize foreign VAT refunds.

Purchased equipment-property to be depreciated, reducing rental expense and annual increases $1 million over a five-year period. Expenses to maintain, store and sell equipment were eliminated as a result of rental income. Management of foreign funds and VAT tax returns saved the company nearly $200,000 annually. Vender-contractor negotiations resulted in nearly $100,000 reduction in labor and other costs annually.

Stronger than expected growth in current and new programs resulted in minimal time to adjust or respond to staffing needs. Needed to build a dedicated team of professionals, limit turnover and reward their effort with recognition and career advancements.

Led, trained and motivated staff through challenging period (three years) by first developing a team-cooperative environment and encouraging “above and beyond” work ethic. Built cohesive teams (managing 75% of the organization’s employees) and trained, mentored and managed individuals to career advancement: more than a dozen direct reports advanced internally or externally.

Communicated and involved staff, promoting ownership of responsibilities and dedication to programs and their success. Strategically and appropriately added staff (management and support staff) to support the existing team environment.

Development of a very dedicated team ultimately benefited the organization and its reputation for delivering first-class, professional program and services.

Opportunity to dramatically increase sales had to be carefully managed to maintain optimal customer service. Problem involved balancing, controlling and managing growth to respond to existing customer requests and accommodating new (domestic and international) customer needs.

Managed a multi-year sales, marketing and operational initiative to strategically and significantly increase net profit from one program. Results more than doubled the size and income of this program while satisfying all existing and new customer needs, achieved within half the expected time.

Company and industry challenges (consolidation) dictated the need to escalate and diversify the existing income stream. The company had relied for years on one primary revenue source. Virtually all other programs and services resulted in a loss or breakeven.

As Director of Operations, Sales and Marketing, led the initiative to make all existing products and programs profitable or eliminate them within a two-year timeframe. Directed teams to successfully transition all international and domestic offerings into profitable programs/products within half of the projected timeline.

Transformed annual losses of $250,000 into annual profits of $250,000+ through improved programming, heightened participation through stronger sales and marketing efforts, and stronger creative negotiation and cost control initiatives.