twenty years of success in sales, marketing, sales and service management of technical products in complex sales environment. Products included hardware, software, capital equipment and intangibles sold direct and through distribution. Strong dynamic leadership, team building and personnel development skills. |
Over twenty years of success in sales, marketing, sales and service management of highly technical products in a complex sales environment. Products included hardware, software, capital equipment and intangibles sold direct and through distribution. Strong dynamic leadership, team building and personnel development skills resulted in consistently exceeding client retention and growth objectives.
Sales Management Leadership Team Building
Support Management Marketing Management Presenting
Strategic Planning Negotiating
Experience
Thomson Corporation (formerly Solucient) 2005 - Present
Thomson Healthcare is the leader in clinical and operational benchmarking , hospital strategic planning data and marketing services.
Regional Sales Director / Client Executive
I left Bridge as it was sold to Cerner Corp. I managed the sale of full range of Thomson applications to hospital executives. In my first year I saved a renewal for operational benchmarking at a major 8 hospital system while bundling in a service package to save them $5MM annually. In 2006 I changed to Client Executive with responsibility for sales to existing clients in TX, OK, FL, GA and AL. In 06 I had great success grasping victory from the jaws of defeat renewing clients that were at high risk of being lost while making significant cross sales. Currently I have FL and MI clients.
Regional Sales Director
I left Bridge as it was sold to Cerner Corp. I manage the sale of full range of Solucient applications primarily to non customer hospitals that are over 100 beds. I developed a pipeline of $3MM in 8 months and saved a renewal for operational benchmarking at a major 8 hospital system while bundling in a service package to save them $5MM annually.
Bridge Medical Inc. division of Amerisource Bergen Inc. 2000 - 2004
Bridge specializes in applications to prevent medication and transfusion errors at the point of care.
West Area Vice President of Sales
I was recruited by a former Vice President of McKesson to be one of the original field managers to build the company. I managed the sale of a point of care patient safety solution to hospitals within 29 state area through a team of Regional Directors. .I was responsible for development of a new emerging market – Patient Safety through bar code technology. Contributed to sales growth that led to acquisition by large pharmaceutical wholesaler and then by major Information Technology vendor.
Eclipsys Corporation 1999 – 2000
Eclipsys Solutions Corporation is a 250 million-dollar healthcare company that provides end to end information management solutions through state of the art technology and services. These solutions are focused on delivering improved financial, quality and patient satisfaction outcomes.
Regional Vice President, Southwestern Region
I was recruited to manage the sale of comprehensive solutions that improve customer’s patient outcomes in a new five state Region. Sales were primarily to non Eclipsys accounts through 5 Sales Executives. I filled 4 of 5 open positions and personally sold a $1MM Decision Support system to a large Medical Center in Dallas and a $1MM Clinical Information System to a Houston hospital. Region was shut down after 14 months.
McKessonHBOC (now McKesson) 1997- 1999
McKessonHBOC is a 21 billion dollar healthcare company that provides supply management and information solutions. The Clinical Systems Group sells multidisciplinary, point of care clinical information solutions to hospitals and Integrated Delivery Networks. These solutions allow for clinical information to be managed across the continuum of care and are essential to the pursuit of an Electronic Medical Record.
Regional Director, Clinical Systems
I left a job offer for an Area VP for a major diagnostic capital equipment company to take a cut in pay but gain entry into a hotter industry segment (information technology).I successfully managed the sale of hardware, point of care hardware (Radio Frequency enabled), software and services with sales professionals in 2 regions. I finished 1998 at 154% of a quota of $5.7MM. (Achievement Club). I led the efforts to save 2 key accounts in 2 hospital systems with more than 40 member hospitals.
CHIRON DIAGNOSTICS, (Formerly Ciba Corning Diagnostic Corp. now Bayer Diagnostics) 1993-1996
Chiron is a billion-dollar biotechnology company. This division sold medical laboratory instrumentation, reagents and consumables direct and through distribution to hospitals, clinics and reference laboratories.
Director of Sales, Western Area (96), Southern Area (95-96), East Area (93-95)
I was recruited at the recommendation of my mentor who was consulting with Ciba Corning at the time. I was brought in to manage half of the sales force that was under performing. I successfully managed sales through five Regional Managers and sixty sales professionals. I had the top area in 93, 94, & 95 with growth of 30 % in 95. In 93 I had 3 of top five regions. In 94 I had the top 4 regions of 10. My lowest ranked regional manager turned around his performance and subsequently was promoted to my level. I received the General Managers Award for leadership of sales managers. I instituted a hiring decision grid and a linked performance review process based on core competencies for all levels of the sales organization. I instituted leadership feedback throughout my sales teams using the Leadership Practice Inventory. Several of the managers I mentored were subsequently promoted and three are now “C” level sales executives. I developed a Quarterly Business Review Process that kept all levels focused and on target to achieve results. I created a sales force expansion plan to improve territory penetration and balance workload and opportunity.
“A” COMPANY A Johnson & Johnson Company 1992-1993
A $200 MM manufacturer of orthodontic products sold direct to orthodontists through a sales force of 37.
Director of Sales, North American Franchise
Director, Financial Marketing
I was recruited by my mentor who had hired me at Hybritech. He was the VP Sales and Marketing. The position was specially created for me to develop programs to use Johnson & Johnson Finance Corporation financing to grow incremental sales and partner with customers. I developed a training module to help the sales force understand the “business of orthodontics” and how our products could contribute to the improved financial performance of clients. I was promoted after 6 months to manage the sales force for North America.
HYBRITECH INC. Division of Eli Lilly & Co 1988-1992
A $350 MM manufacturer of diagnostic tests and equipment to hospital, physicians and laboratories through both a direct sales force and distribution.
Sr. Manager of Customer Support
Regional Sales Manager - Southwest Region
I took the last place Region and using my team building skills we accomplished a 40% growth and the first place Region in my first year. I only needed to turn over one member of the team and many of the performers who were in the bottom of the stack ranking were subsequently developed to top performers.
I was on my way to repeating the performance with a 27% growth when I was promoted to Senior Manager of Customer Support. This was a newly created position that had Field, Customer, and Technical Services, Sales and Customer Training (5 managers, 4 supervisors and 60 employees) reporting to the same manager for the first time. Customer satisfaction was at an all time low. Employee morale was poor. Management had not added headcount as sales ramped up and the workload had led several employees to develop carpal tunnel syndrome. We faced a major issue with workers compensation claims and further exacerbation of the employee and customer satisfaction crisis. I made a compelling presentation to management and received additional resources. Our team (Service Excellence Team) developed plans to improve all key service related metrics. We instituted a customer survey. We developed a comprehensive training plan and employee reward and recognition program. Employee and customer satisfaction results improved achieving 95% service levels in customer and technical service departments and a 98% first time repair rate in Field Service. Customer Training achieved 90% customer satisfaction. Sales Training trained a new Physician Office division that led to a 75% close rate and first year contribution of $.5MM sales. I led the effort to write the Malcolm Baldrige National Quality Award Customer Satisfaction section of the company’s application.
CLINICAL LABORATORIES INC. 1983-1988
A $5MM clinical regional reference laboratory for hospitals and physicians.
Director of Sales & Marketing
I proposed to the Pathologist owners of this established reference laboratory to create a sales and marketing department under a personal contract for 5 years. I built the sales and marketing infrastructure and doubled the business. A courier service was created to support the sales effort. I consulted with a South Bend Reference Laboratory to establish a similar service and one of my sale professionals was selected to be the VP Sales & Marketing. I created an innovative strategy to create labs owned by physicians in a Sub Chapter S corporation. We provided the Medical Director and consulting expertise to set up and manage the lab and in turn received the reference testing business. These labs attained ROIC as high as 100%.
Awards
• President’s Club 1989 Regional Manager of the Year 1989
• General Manager Awards 1995 Achievement Club - 1998
Education
B.A., Bethany College M.B.A., Fairleigh Dickinson University
Professional Training
Systematic Selling Techniques & PSS II Strategic Selling & LAMP
Powerspeaking Quality Service Skills
Quality Action Teams Quality Management Skills
Superior Sales Management Situational Leadership
Executive Impact Diagnostic Selling |
