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Key Qualifications
Click on the links below to learn more about the key qualifications.
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Business Development / P&L Accountability
- Increased price realization 6% and EBT 17% by developing a framework for attacking markets and driving sales of existing products through new channels.
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- Grew the top line 10% by evaluating, contracting and adding 47 nationally rated rep agencies.
- Drove engineering specifications, developed engineering contractor specs and monitored pricing. for a $100 million product available market globally.
- Managed $1.5 million P&L coordinating processes with Director of Air Products, Lowe's Operations Team, and American Merchandising Services.
- Managed $2.1 million P&L for Syracuse and Canadian Customer Service Organizations.
New Account Sales / Proposal Writing
- Increased customer vitality 65% by measuring new customers on a detailed vitality index, ultimately adding new OEM and distributor account business.
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Sales Force Effectiveness / Talent Acquisition & Retention
- Boosted forecast accuracy at the global level from 65% to nearly 93% by successfully developing a robust S&OP process, allowing the finance team to plan around a sales forecast by month and by quarter.
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- Drove recruitment efforts by cultivating relationships and creating a dynamic and energetic environment for the new hires. Efforts found and retained 12 full-time agents who accounted for nearly $15 million in sales.
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- Created a holistic short- and long-term customer service strategy to justify incrementally adding desperately needed human resources during a time when resources were being cut and justify removing seven temporary employees through process improvement. The strategy not only won approval from the president and senior management but was also expanded based on sound processes and supporting data.
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- Led training initiatives, including "Raving Fans" seminar, "Customer Excellence" and "Unleashing Your Power," and "Fish" focus groups.
- Directed five students to top 10 in unit-volume sales in first year as college unit director.
- Built a dynamic young agency and retained 50% of the agents while continuing to grow and cultivate a personal portfolio of clients.
- Enhanced trading partner relationships by increasing service levels across value chains.
- Finished in the top 30 of sales district in both unit and volume sales for eight straight years.
Continuous Process Improvement
- Published in Harvard Business Review for periodical on "Leading a Supply Chain Turnaround" (October 2004).
- Received the Vendor of the Year Award from Best Buy and hhGregg in 2002 as a direct result of increased value chain efficiencies.
- Improved forecast accuracy levels eliminating millions of dollars of finished goods inventory.
Project and Program Management
- Volunteered as a business analyst and served as a liaison between Sales and IT for several systems-related initiatives, including an electronic catalog, UCC.net implementation, and digital asset management. Quick implementation of these improvements protected $100 million in special order business, increased customer satisfaction, and produced higher revenues.
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- Hired with a group of five other recent MBA graduates to manage and lead 27 identifiable projects as a part of a $40 million long-term strategy to improve customer fill rates. Invested considerable time and effort into group to build concrete relationships, which eventually helped drive new initiatives through the organization.
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Call Center Operations Management
- Provided astute leadership for customer facing system enhancements including leading the creation of a roadmap to support the businesses processes for the division and corporate implementation of a new $1.2 million IP Cisco phone system and developing the framework for gateway communication to the company's global sites.
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- Spearheaded leadership initiatives to tackle underperformance of the Call Center; performing process identification, implementing KPI performance tracking, and developing a short- and long-term realignment strategy were among numerous measures that led to call answer fill rates increasing to more than 98%, and hold times dropping to less than 30 seconds.
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Business Reengineering / Cross-Functional Leadership
- Directed cross-functional team that developed detailed project plans, business requirements, and technical specifications for a Web-based portal for the company's ERP system to enable customers to check stock, order status, and glean marketing information from an Intranet site.
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- Helped facilitate a new SKU level forecasting process within the company as a volunteer subject matter expert, and through this project helped the company reduce slow-moving and obsolete inventory and increase fill rates to customers by 10%.
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- Coordinated a project plan to implement swift change in supply chain methods, a key step that entailed managing the pilot of factory-direct shipments from two factory distribution facilities direct to more than 200 Lowe's stores.
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- Incorporated performance-based management principles and tools with dramatic results: enabled company to keep up with growth, reduced poor performance calls and call volumes in general by 10%, aligned resources more efficiently, and increased morale.
Multisite Operations Management
- Worked cross-functionally while leading and implementing a two-year plan to identify high-velocity SKUs and execute emphasized selling initiatives, which raised average service levels from less than 80% to 95%, and reduced inventory by 30% in three distribution facilities.
- Co-managed initiative that delivered a warehouse management system for hard and soft golf apparel systems on time, $15,000 under budget, and within the defined project scope.
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