Dear Recruiters:
Do you seek a C-Level President / GM or a Chief Sales Officer with experience and exceptional record at large and small companies?
Currently, as the Chief Sales Officer and an original member of the executive management committee, I have helped build a startup into a $55 million company over the past six years. During that time, sales have tripled, profits have increased more than four-fold to $25 million, and ROI has gone from 36% in ‘04 to 46% in ‘11.
Now that the 5-year plan, people, systems and processes that will keep this company growing are all in place, I am looking to take on a fresh challenge with greater responsibilities, delivering even better results at my next company.
Compensation in recent years has ranged from $295,000 to $375,000.
Resume follows. Thank you.
PRESIDENT, GM OR CHIEF SALES EXECUTIVE
(Currently employed - highly successful)
As the Senior Vice President - Chief Sales Officer, first recruited to create a direct sales organization, and then assuming responsibility for all channel sales, I’ve been the key contributor in the transformation of a startup to a $55 million growth company. Sales have tripled, profits have quadrupled to $25 million, increasing ROI from 36% in ’04 to 46% today.
I have enjoyed working with our executive team to develop our company vision and execute on our strategic plan. As a result of our efforts, all objectives have been met or far exceeded over the past four years.
My experience and results have been similarly successful at much larger companies. Examples include the development of a successful $1.5 billion bid for the acquisition of railroad assets for the formation of the second telecom company in Germany while at AT&T, the consolidation of four companies with 1100 employees into a single 880 employee organization at TELUS Corporation, and leading a 370 employee organization that increased sales to $250 million, while simultaneously reducing expenses by $14 million. I have a BSME from the United States Naval Academy and a MBA from St. Mary’s College.
2005 - Present
LEARNING SOLUTIONS COMPANY
SENIOR VICE PRESIDENT, SALES
Recruited to this $55 million Learning Solutions Company as the inaugural Vice President of Sales, when previous year sales were $14 million.
While the package was attractive, the primary incentive was the opportunity to work with a team of executives to develop a vision and execute a strategic plan in support of our board’s desire to create a self-funded, profitable and growing company. Now that we have transformed this startup, that was entirely dependent on partners for online and channel sales, to an independent, stable, sustainable and profitable learning solutions company with its own vision, strategy, brand, online presence, products and sales, I am seeking a new challenge ... as a CEO or division President / GM; otherwise Chief Sales Officer with early transition to general management.
The following is a summary of the company’s performance (confidential data excluded) since I joined in late 2005 and in the prior year:
Sales Direct Channel Safari Online Owner Online Profitability
’11 $55.3M $25.3M $15.1M $7.8M $7.1M $25.3M
’10 $48.5M $19.9M $14.9M $5.9M $7.8M $19.4M
’09 $41.3M $14.6M $13.8M $4.1M $8.6M $18.5M
’08 $40.0M $14.1M $13.0M $1.9M $11.0M $15.7M
’07 $32.7M $7.6M $14.6M $1.1M $9.4M $15.1M
’06 $27.2M $5.4M $14.4M $0.6M $6.8M $10.9M
’05 $19.9M $0.1M $14.1M n/a $5.7M $8.3M
’04 $14.4M n/a $10.0M n/a $4.4M $5.3M
I was brought in to create the new direct sales division. Since late 2005, it has grown into a 45+ person global organization, including a field sales group, a call center in Arizona and an international presence across the globe. Since its formation, more than 3,900 corporate, academic and government customers have purchased the company’s products and services.
In 2006, under my sponsorship, we completed a company rebranding effort. Since then, there have been two major product releases (a third is due in 2012), the number of consumers has increased by more than 50%, and 52% of them now purchase online directly from the company.
In late 2007, following a decline in partner sales, I was promoted to Senior Vice President and my responsibilities were expanded to include all channel management and sales. Since then, partner sales have grown by an average of 6% per year to $15.1M.
Having accepted my recommendation to transform the company to a Learning Solutions provider, I was rewarded with the opportunity to lead the product development effort for the new learning products and services. Now, the company’s share of multi-partner and / or comprehensive eLearning solution sales have grown from less than 10% to more than 50% of our customers’ total allocated budget for these kinds of solutions.
2005
WIRLESS BROADBAND CARRIER
VICE PRESIDENT, MAREKTING AND SALES
Rejoined my former CEO from a former company in developing the initial business plan for this provider of broadband data, voice, video and mobility solutions, based in the then emerging WiMAX broadband standard. When the company became operational, I assumed the responsibility for business development, the corporate web site, branding, lead generation, public relations, product development, marketing and sales operations. In the first six months, we installed our first base station, implemented my design for a new corporate web site, complete with voice and data product descriptions and pricing, opened a sales and service call center, signed up our first customers and began delivering service.
However, the company was missing its monthly payroll obligations and I still had not received a promised equity stake, which was a primary incentive to join the new venture. After discussing a revised business plan, direction and future prospects with the CEO, I elected to pursue other opportunities.
2002 - 2004
MULTI-NATIONAL COMPUTER AND COMMUNICATIONS COMPANY
DIVISION VICE PRESIDENT, ENTERPISE SERVICES
I was invited to join a division of this large multi-national company as the Vice President, Marketing & Sales. The division was created in order to transform a 180-employee PeopleSoft and SAP IT operation, with data centers in across the U.S, into a single enterprise services profit center with internal and external customers.
By late 2004, strategic alliances had been negotiated with SAP, PeopleSoft, IBM, KPMG and ERUCES. Professional services and IT outsourcing sales were more than $27M, exceeding revenue and profitability expectations, with growing practices in the utility, manufacturing and academic sectors. Operating expenses were reduced by ~$6M after implementing my plan to consolidate data centers and streamline operations.
’03 Division Vice President, Enterprise Services - Responsibilities expanded to include general management and profit & loss for the Enterprise Services division.
’02 Vice President, Marketing and Sales - Joined the Enterprise Services division, in charge of marketing and sales.
2001 - 2002
TRINTECH, INC.
VICE PRESIDENT AND GENERAL MANAGER, ePS
Joined as VP, Strategic Initiatives. Within days, I was asked to take on, and accepted, a more challenging GM role, building a separate P&L business around the newly acquired source code for a loyalty program product.
Starting with only the source code, I was operating much like a startup. I developed a business plan, focusing on delivering an affinity card solution to retail, banking and telecom customers. I then partnered with HP India to provide an offshore software application development center to support future product releases, and sourced in-house engineering, professional services and customer support groups.
Result: Over 12 months, licensed the affinity card solution to 22 banking, retail and telecom customers in the US, Mexico, South America and EMEA, delivering positive cash flow to Trintech, Inc., prior to the parent company ceasing operations in the U.S.
2000
DOTCOM STARTUP COMPANY
SENIOR VICE PRESIDENT
Recruited to this dotcom startup, most famous for developing an application for the automotive industry. Five months later, after securing the largest automotive account for four years, accepted a buyout when the CEO who hired me left the company and I learned that there was no funding to develop a product for market.
1997 - 2000
MANAGEMENT AND CONSULTING FIRM
CO-FOUNDER AND PRESIDENT
Continued to support the privatization of Alberta’s telephone company as the Co-founder and President of this small management consulting and education firm.
After the end of my employment contract with TELUS Corporation, I entered into a three-year agreement with TELUS to complete a change initiative I had begun as a TELUS executive. Along the way, my company developed and delivered a full curriculum of business and leadership courses aligned with TELUS’s business objectives. Over the next three years, more than 4,000 seat-days were delivered by our team of 10 consultants, generating ~$4 million in revenue per year.
By the time TELUS merged with BCTel, the hiring practices, training, performance management system and sales compensation plan had the desired effect of establishing an organization capable of succeeding in a competitive marketplace, as evidenced by the fact that the TELUS name, systems and organizational design were adopted by the newly combined $2 billion telephone company.
1995 - 1997
TELUS CORPORATION
(Formerly Alberta Government Telephone - AGT)
VICE PRESIDENT, LARGE BUSINESS MARKETS
Joined AGT as Director, Government Sales after the CEO and VP of Sales moved from AT&T and asked me to join them when the telephone company was transitioning from a government owned monopoly to a publicly owned corporation with 10,000 employees and $1 billion in revenue. After securing the $40 million government business, and in order to take advantage of my prior experience leading large scale change and outsourcing initiatives, I was elevated to VP, Large Business Markets, and became the executive responsible for merging four separate sales organizations into a single 880-employee organization at the same time that AGT changed its name to TELUS Corporation.
After completing the design for the new sales organization, I was able to reach agreement with two labor unions to assess, select and reorganize 1100 employees from four sales companies into a one consolidated organization, tasked with generating $550 million in revenue. Following the transition, I was given the responsibility for leading the 370 employees responsible for selling telecom equipment, along with voice and data network services, to 50,000 business customers in Alberta.
By 1997, sales had increased $15 million to $250 million, exceeding expectations. The sales expense / revenue ratio was reduced by 15%, saving ~$14 million in costs in a more competitive market.
Then, due to constraints associated with my landed immigrant status, I worked with the company to transition from a TELUS executive to a TELUS contractor, providing services through a management consulting and education company that I co-founded.
1987 - 1995
AT&T
DISTRICT MANAGER, OFFER DEVELOPMENT, AT&T SOLUTIONS
After leaving active duty, I joined as a Data Account Executive when AT&T purchased Olivetti and entered the PC and minicomputer market to compete with IBM. Based on some early sales success, invited to join the Chevron Account as a Network AE and prepared the successful $45 million bid to displace MCI.
Promoted to National Account Manager of the $22 million Consolidated Freightways and Emery Airfreight account. After growing the account to $25 million, selected as the Program Manager of the AT&T Solutions mergers & acquisition team that developed a ten-year, $350 million outsourcing agreement with CSX Corporation.
Promoted to District Manager, Offer Development, and then personally selected by Alex Mandl (then AT&T President & COO) and Heinz Dürr, (then Chairman of Deutsche Bahn AG) to lead the international team from AT&T, Mannesmann and Merrill Lynch that developed the successful $1.5 billion bid to purchase the telecom assets from the railroad to form the second telecom company in Germany (became Mannesmann Arcor, later purchased by Vodafone).
’94 District Manager (LCP), Offer Development, AT&T Solutions.
’90 National Account Manager (LCP), AT&T Business Services, Consolidated Freightways & Emery Airfreight.
’88 Network AE, AT&T Business Services, Chevron. Selected to participate in AT&T’s Leadership Continuity Plan (LCP).
’87 Data AE, AT&T Data Systems, Fireman’s Fund, Intel, HP & Chevron.
1980 - 1986
UNITED STATES NAVY
LIEUTENANT, USN
I was responsible for operations, supply, combat systems, maintenance and repair of main propulsion plants and auxiliary systems, logistics and damage control, on several surface combatant warships.
EDUCATION: MBA, St. Mary’s College, 1991
BSME, United States Naval Academy, 1980 |
