Interim Sales & Revenue Consultant | Expert in Market Growth & Channel Strategy

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Summary

This Interim Sales & Revenue Consultant is a sales and revenue generation executive in the technology, Manufacturing, Hardware & Supplies, Consumer CPG Green Energy, Consumer Electronics industry with experience in organizations ranging from $40M to $153M global businesses. Proven performance managing revenue goals of up to ~$80M, operational budgets of up to $3M, and capital expense budgets of up to $40M. This Interim Sales & Revenue Consultant is a capable mentor with a track record of attracting, recruiting, and advising teams of up to 50, building the foundations necessary to accelerate performance and increase revenue.

Highlights

• Market Penetration
• Team Leadership
• Coaching
• Outside Council Selection
• Vendor Selection/Negotiation
• Global/National Expansion
• Channel Strategy
• Product Innovation
• YoY Revenue Growth
• Key Customer Negations
• Continuous Improvement
• Operational Optimization

Relevant Accomplishments

• Market Penetration / YoY Revenue Growth: To expand into new markets and channels, built a strategy to achieve higher profits/margins by designing a sales plan aligned with marketing campaigns. Crafted & implemented a sales plan to target new customers in the channel & executed the plan. Personally utilized experience & sales tactics with sales meetings, marketing campaigns, and customer acquisition strategies to improve the customer base. Delivered hundreds of new customers, stabilizing cash flow with higher profits and a predictable, scalable revenue stream. This improved customer lifetime value and continually increased sales YoY by an average of 20% for a continuous 6 years of growth.
• Reported to the CEO/Board of Directors. Responsible for a 30-person sales team that drove an $80M revenue run rate through a global/national sales expansion, managing/mentoring sales teams for the USA, Canada, and Latin America regions and negotiating supply purchasing contracts. To achieve this revenue, built a compensation/incentive plan, identified, targeted, and mentored a skilled team, conceived and designed training, and led one-to-one execution. The team ultimately grew to 30 FTE. These efforts achieved and maintained ~$80M YOY sales for 6 years and were declared Standard Operating Procedure and Best Practice. The following are a few other notable contributing events:
• Crisis Management: Canon’s original equipment manufacturer filed a general exclusion order intending to ban popular products from importation into the US. Supported by the CEO to file/attain a listing of approval from US customs to continue imports. Met with US Customs and submitted design information to the ITC. Collaborated with the factory/IP teams to claim construction/design did not infringe and hired a law firm. Within a year, it was cleared for continuation and increased sales.
• Product Innovation: To achieve a competitive advantage, challenged the CEO to innovate products and lower costs. Met with factory/engineers/customers to prioritize importation, negotiated with vendors to lower expenses, reviewed shipping configurations, and tested packing integrity for quality control. These efforts increased new customer sales by 35%, allowed order size per pallet to double, and reduced shipping costs by an average of 50%.
• Global / National Expansion: Established a new NA distribution center to offer local stock for samples/smaller shipments. Selected the location, hired staff, purchased equipment/materials for operations, and negotiated shipping rates with vendors. This improved the business model and fueled market expansion throughout the USA, Canada, and Mexico, allowing the company to offer private label and local co-packaging.
• Channel Strategy: The company sought to create/build a successful online E-commerce channel to sell private label branded products on Amazon and the corporate website. Researched online models/products/pricing/competitors and leaders in the space, hired an expert to build the strategy/plan, and created a complete marketing strategy. Within one year, these efforts led to hyper B2B/B2C growth, and the channel became the primary long-term selling channel, with sales representing 50% of the company’s overall revenue.
• Reported to the CEO/Board of Directors with a $3M OPEX, $30M Revenue Goal, and 16 direct employees. Responsible for leading sales & marketing.
• Vendor Selection / Negotiation: Supply chain delays in Chinese ports slowed production and led to attrition. Retained in the wake of an acquisition and directed by the CEO to find a solution to reduce inventory lead times. Worked with purchasing leadership, sales, vendors, and factory teams to ascertain issues. Negotiated extended payment terms with vendors to increase inventory levels for demand planning. Within months, cash flow and inventory levels improved, which boosted sales, making this an SOP for demand planning.
• Key Customer Negations: The company sought to win a private label contract through Pitney Bowes for a large OEM. Led the team to build a contract bid proposal led customer interviews at PB HQ, to determine pricing rebate incentives and warranty services. Directed the QC audit and product testing process, then presented the offer. AFEX was ultimately awarded the $4M contract with PB, leading to additional business and upholding its reputation in the market for private label services.
• Continuous Improvement: Charged by the CEO to initiate quality control for supplies in China. Since the company was dealing in recycled material, a different process for requalifying material for reuse was necessary. Personally, created a compressive QC system for incoming QC, process QC, and final QC within two months. These efforts improved processes, testing protocols, and sampling plans, enabling the factory to win more significant outsourced business and keep technological advancements. This was declared a Standard Operating Procedure.
• Reported to the CEO with 4 direct employees. Responsible for expanding the customer base, increasing sales by rapidly growing the new product offering, vendor selection & management, marketing campaigns, and management of the Inside Sales team. Also involved in developing a reseller program and increasing the sales activity, leading to a 35% increase in YoY sales.
• Reported to the CEO with a $4M CAPEX and 75 employees, with 50 direct. Responsible for all divisions, including manufacturing, IT, service technicians, service supervisors, HR, contract department, key customer relationships, POS/bank/hardware contracts, vendor selection, and management.
• Operational Optimization: The company’s most prominent service contract (Kroger) had higher labor/parts costs and poor performance levels. Charged by the CEO to restore order and profitability. Created an interdepartmental team, collaborated on customer-centric solutions, worked with vendors to accommodate, and recruited and hired new service leadership. Within 3 months, reduced labor/parts costs, met customer expectations, and improved inventory management.

Roles

• Vice President
• Director
• Co-Founder

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