Vice President / General Manager

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Position
Vice President / General Manager
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Communications--(Phone-/-Cable-/-Satellite)
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$100,000 to $200,000

Resume Summary
Most recently, successfully led my team through merger and acquisition activity. 20+ years experience in sales and operations team management, P/L responsibility, hiring, training, and 10 years in compensation plan creation, and contract negotiation with business accounts.

Resume Body      VICE PRESIDENT / GENERAL MANAGER

Summary of Qualifications

Results oriented Sr. Management Leader with a distinguished career building organizations, developing management teams and significantly improving operational performance. Demonstrated exceptional leadership abilities with the capacity to build, train and mentor highly productive marketing, sales and operational management teams. Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Possesses a unique blend of expertise in technical knowledge, growth strategy development, strategic business planning, coordinating operations and establishing/leveraging existing partnerships.
More than 20 years of progressive leadership and management experience.

Key words: VP, Director, sales, operations, leadership, team building, performance management, productivity improvement, change management, mergers and acquisitions, problem solving, decision making, SBC, Ameritech, direct, indirect, retail, budgets, P&L, oral/written communications


Business Development
> Productivity/Efficiency Improvements
> Change Agent Catalyst
> Turn-Around Leadership
> Partnerships Development
> Mergers/Acquisitions

Sales Management
> Key Client Development/Retention
> Team Building
> Recruiting/Staffing
> Mentoring and Coaching
> Performance Management

Operations Management
> Operations Analysis
> Organizational Design/Development
> Process Performance Improvements
> Training and Leadership Development
> Project Management Portfolio

Planning/Marketing
> P&L/Budget
> Strategic Business Plan
> Vendor and Customer Relations/Contract Negotiations
> Cross-Functional Team Development
> Brand/Product Marketing

Professional Experience

COMMUNITY CHURCH 2007 - Present
Director of Operations

Responsibilities: As Chairman of Deacons and Chairman of the Management Team, I function as liaison between the Board of Directors and Finance, Personnel, Placement, Facilities Management and Security.

> Working with the staff of the church in leading our current initiative of selling our old property, purchasing land and planning to build our new church. Acting as point person for the real estate broker, attorney, banker and design/build team for our $6 million project.

COMMUNICATIONS TECHNOLOGY CO., Chicago, IL 2006 - 2007
Regional Vice President of Sales

Responsibilities: Sales Management, Account Retention, P/L Accountability, and Business Development. Revenue: 33% of organization sales.

Direct Reports: 4 Directors of Sales across 5 states, 1 Senior Account Manager (of national accounts). Indirect reports: 11 Account Executives (hunters), 18 Account Managers.

> Faced with the challenge of integrating sales teams during merger transition activity. Galvanized team with a strategy that would lead us to the vision of our combined companies. During this 7 month period we kept our best reps in place, held onto 100% of our largest customer base, & successfully transformed our regional status to that of a vibrant nationwide carrier.
> Challenged with regaining lost account. Researched and determined the open issues, partnered with CEO in meetings with the account, & guided cross-functional efforts to begin providing the solution to their key problems. In 8 months the account re-signed with us, regaining $276,000 in annual revenue.
> Tasked with convergence initiatives due to the merger of our company with another, while continuing to achieve targets. Succeeded in keeping the sales team energized and focused on meeting and exceeding sales goals with no voluntary rep turnover, no loss of key business accounts, and actually re-signing 6 major accounts to multiple year contracts while working through a billing system conversion, new compensation plan rollout, revised job descriptions, and account re-deployment.


COMMUNICATIONS TECHNOLOGY CO., Chicago, IL 1997 - 2006
Vice President, Sales (2005 - 2006)

Responsibilities: Sales Management of all channels, P/L control, and Operations management. Revenue: 95% of organization sales.

Direct Reports: 4 Directors of Sales, 1 Senior Account Manager (of national accounts), 1 Operations Manager, and 1 Administrative Assistant. Indirect reports: 21 Account Executives, 17 Account Managers across a 7 state company.

> Charged with multiple simultaneous tasks of creating an exit plan, & developing presentations for potential buyers of our business unit while maintaining day to day performance. Within 9 months, worked confidentially with specific resource partners to complete the packages required while leading sales team to exceed our yearly revenue goal by $3.2 million, & our profit goal by $1 million. Our unit was not shut down, but instead was purchased as a profitable go forward business.

Director, Channel Initiatives and Sales, (1999 - 2005)
Responsibilities: Sales and profitability of 1300 dealer and reseller locations in 6 states, marketing and business development of product and service offered, building a new sales business unit. Revenue: $100 million.

Direct reports: 3 Regional Sales Managers, 1 Operations Manager, 1 Customer Service Manager, 1 Manager of Contracts, 1 Administrative Assistant. Indirect reports: 37 Corporate Account Executives, 20 Corporate Account Managers.

> Challenged with maintaining revenue while splitting current business unit. Partnered with Senior Management, created an organizational restructuring plan, developed new standards, and policies. Led implementation of plan within 7 months which resulted in smooth transition, minimal churn from our 1300 dealers/resellers and maintained revenue stream.
> Tasked with resurrecting an underperforming sales region. Hired additional personnel, provided training & direction that resulted in signing the largest account in the last 2 years, increasing activations by 173% & annual revenue by $1 million.
> Faced with potential loss of largest account. Identified the risk inherent in not having our largest account under contract, led the year long initiative that resulted in signing the 13,600 unit account for the 1st time ever, guaranteeing $1.8 million in annual revenue.

RETAIL CHAIN, Chicago, IL 1987 - 1997
District Manager/Divisional Vice President of Stores (1996 - 1997)

Regional Responsibilities: Full P/L responsibility for 18 stores in 2 states, sales management, operational process improvement, hiring and training of managers. Revenue: $260 million in annual sales.

Direct reports: 18 Store Managers, 1 Administrative Assistant. Indirect reports: 1800 store employees including management, cashiers, sales, stocking, maintenance, operations, and security.

> Assigned the initiative of quickly salvaging a severely under-performing store. Assessed the circumstances, set specific goals, & implemented procedural changes. Within 3 months increased the average sale/customer by 10%, decreased rain checks by 50% and reversed the sales trend from a 12% loss to a flat trend.

Store Manager/Senior Regional Merchandise Manager, (1989 - 1996)

Responsibilities: Managed several stores in 2 states, each with 100,000+ square feet, 100 to 140 employees, and annual revenue of $12 to $25 million.

Direct reports: averaged 5 per store; 1 - 2 merchandise manager(s), 1 operations manager, 1 security manager, 1 human resource manager, and 1 admin.

Responsibilities as Senior Regional Manager: Liaison between buyers and stores, sales maximization/inventory control through product flow, collecting competitive market information, setting up and executing regional meetings to introduce new product lines.

Direct reports: 4 regional merchandise managers, 1 admin. Annual revenue: $820 million.

> Tasked with assuring an organized on time launch of the 1st 4 stores in a new market. Located & opened all temporary offices, began the hiring process in each location, interfaced with Sr. Management & local construction contractors. All 4 stores opened with full staff, on time, & hit their initial sales & profit goals.
> Faced with reversing the performance & morale of a store where the manager had just been fired. Transferred to the location, re-organized the staff, developed, and implemented new prioritized strategy. Within 7 months, set store assortments back to planogram, reversed sales trend from a loss to +6 %, decreased inventory shortage by 13%, & was promoted as a result of the turn around.


Education and Training

Bachelor of Arts, Economics
Deans list, Rush chairman of fraternity

Personnel and Operations Manager Training
Advanced management skills
Advanced training techniques
Dimensional manager training
General Manager Camp
Leadership development seminar (certificate of leadership development)

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