• Created new service offering in response to customer interest that comprised 50% of new sales in its first month of offering. For more information, click here.
  
  
• Regained loss in market share by establishing relationship with pharmacy staff at major customer account, developing educational presentations that targeted pharmacy staff and influencing physician/pharmacy protocols in the facility. For more information, click here.
  
  
• Reestablished threatened position as market leader for Las Vegas market in key cardiovascular product, averting potential $1 million loss, by arranging an HMO study on hypertensive goal achievement.

• Sparked 50% increase in customer foot traffic and cut advertising costs by 20% through strategic marketing campaign to increase referral business. For more information, click here.
  
  
• Launched 10 new products across seven disease states.
  
  
• Steered a local account team strategy to ensure implementation of product line with physician groups in the area, resulting in approximately 25 formulary successes at seven different physician groups. Local management team subsequently selected as National Team of the Year.
  
  
• Advisory Board participant providing industry information gathered for strategic marketing planning.

• Increased sales 20% and staff involvement in sales activities 75% through implementation of training and incentive programs. For more information, click here.
  
  
• Designed conflict resolution and teamwork strategy for sales representatives, leading to 100% quota achievement. For more information, click here.
  
  
• Led district sales team to achieve #1 regional sales in the company.
  
  
• Leveraged people selection and development skills to cultivate exceptional teams: of nine people hired in 1998, four were District Representatives of the Quarter for the region, one Rookie of the Year, and seven were promoted within a two-year period. Produced three Rookies of the Year during a three-year period. Not one representative in the district has resigned.
  
  
• Recognized with Manager of the Year award for leading a district with perhaps the tightest managed care market in the country (category 4 managed care market) to achieve District of the Year.
  
  
• Implemented a series of dinner education programs designed for diabetes educators, as well as selling presentations similar to those received by physicians. Initiatives prompted 105% quota for lagging diabetes product.
  
  
• Boosted district quota from 88% to 100% within one year by instituting a sales plan wherein representatives analyzed and exploited competitor's weaknesses in the market.

• Achieved breakeven in sales in fifth month of startup (the franchise expectation was to achieve this at first-year mark). Also doubled program pricing at five-month point while maintaining the same number of unit sales by teaching staff to sell the value of the program. For more information, click here.
  
  
• Attained sales growth for mature product by focusing resources in areas neglected by competitors and not dominated by HMOs whose formularies favored newer products. For more information, click here.
  
  
• Expanded service offering from group training sessions to one-on-one training with a nutritional component for customers who desired it. Reaped a substantial premium for this offering.
  
  
• Saved $3 million in annual product sales for Western Region by educating pharmacy and physician communities about the long-term cost ramifications associated with a competitor's product.

• Elevated sales 26%, capturing 114% of quota, by designing and instituting resource allocation training for sales representatives. District became #1 in sales for the region. For more information, click here.
  
  
• Developed best practice and training program that employed pharmacoeconomic data to improve sales, based on success engaging VA Pharmacy & Therapeutics committee to save $500,000 in annual sales. For more information, click here.
  
  
• Effected best practice protocol to accelerate the acquisition of practical selling skills by new representatives entering the field after HQ training, resulting in representatives becoming comfortable and productive more quickly than the traditional methodology.

• Spearheaded a marketing strategy targeted at decision makers within key military account, building market share from 70% to 95% within two quarters. For more information, click here.
  
  
• Retained $200,000 in annual business for diabetes product by pursuing personal, value-focused discussions with physicians and pharmacy personnel concerning the impact that dosage levels have on patient outcomes and long-term cost-effectiveness of pharmaceuticals.

• Improved interviewing and promotion process for district representatives through creation of a standardized process. For more information, click here.
  
  
• Established a post-merger conflict resolution and team building template to assimilate representatives from a new division onto the team, resulting in a "team" business plan across both new companies that enabled a number of formulary successes for the new joint product, Liptor.

• Facilitated project to develop team-level business plans to ensure continued access to key decision makers that had been restricted under managed care plans. Plans were so successful, they were presented to all managers in the region for potential adoption. For more information, click here.

• Negotiated complex contracts for Space Systems unmanned vehicles, satellites and materials, and managed source selection for new systems.

• Developed program for sales representatives to prepare them for advancement opportunities. Provided guidance in setting objectives and monthly review of progress. In one year, seven out of nine representatives promoted to next level as a direct result of foundation gained from this program.