Executive management and leadership experience

Procter & Gamble 1992-1995

Operations Manager – Customer Business Development Team (Top 10 Account)

Evaluated as top performer. Promoted early to a 2nd-in-team command, front-line relationship building role with one of P&G’s top 10 accounts: 3 customer divisions across 5 states (GA, AL, TX, LA, and MS) generating over $300 million in P&G brands.  Responsibilities included sales, marketing, strategic account management, business development, training, and operations management. Managed 9 direct reports. Led Efficient Consumer Response effort: category management, activity-based costing, and continuous replenishment.   Served as category captain.

Account Executive – U.S. Corporate, Special Projects, Sales Technology

Promoted to liaison role between brand and US sales to improve capabilities and effectiveness of US sales force. Developed information technology solutions to improve US sales force performance (“sales technology”). Benchmark best practices of high performing teams (e.g. Wal-Mart, Kroger, Target, and other strategic account teams). Contributed to organizational design projects. Led prototyping, testing and roll-out of proprietary software.

• Redesigned the Operations Manager’s role on P&G’s cross-functional customer teams which led to improved strategic account penetration and better sales account team coordination with other functions.
• Developed technology-based sales mastery program and proprietary software evaluation application.  Led presentation to the VP of US Sales and achieved full approval for launching program that provided training and assessment on sales skills.
  

Account Manager / MBA Intern – Paper Products

Built relationships with wholesalers and a major retail chain that represented 15% of grocery sales in the region and sold $4.5 million in P&G brands. Guided others to improve capabilities with new technologies, and selected as a sales trainer to provide instruction in several elements of on boarding new hires in “FastStart” program. Participated in recruitment program to attract, evaluate and select candidates for customer business development positions.

• Drove up to $100,000 in annual cost savings by performing a cost/benefit analysis of wholesale accounts and distinguishing between profitable/unprofitable customers. Analyzed costs relative to sales tactics (sales calls, telesales, etc.) and aligned unit’s focus on profitable and effective levels of consultative selling and/or customer service support.
• Boosted paper product sales 20+% over previous year’s sales through contributions in market growth, and improvements in distribution, pricing, shelving and merchandising presence across account’s retail outlets.
• Increased team’s sales success rate 30% and account penetration 22%, and doubled in-store display presence with the development of a sales forecasting model / sales presentation – model used scanner data to predict store-by-store case sales across P&G’s product mix and was instrumental in the team’s recognition as “best team in the market.”

PepsiCo, Inc. (KFC Division)  1990-1991

Area Manager

Evaluated as top performer. Joined PepsiCo’s restaurant division’s management development program which helped facilitate transitioning military leadership skills to corporate context prior to commencing MBA studies.  Assumed $7+ million P&L responsibility for 10 restaurants (up to 200 employees). Managed ten unit managers and all aspects of the business, including operations management, staffing, purchasing, and local marketing efforts.

• Ignited sales 15% and profits 25% within one year and positioned one restaurant as achieving the highest volume in the entire $5 billion Southeastern Division by creating rewarding team culture linked to area and unit performance.
• Exceeded employee retention targets 45% and boosted customer satisfaction scores on both in-store/mail-in survey responses.  Managed remodeling conversion of retail operating units as part of the KFC renaming campaign.
• Developed and implemented performance system linking individual/restaurant contributions to sales/profits.

United States Army - 101st Airborne Division   1985-1990

Captain, Infantry –Brigade Air Operations Officer – Battalion Air Operations Officer

Mortar Platoon Leader – Rifle Platoon Leader

Evaluated as top performer during service in 3d Bde, 187tih Regiment (Rakkasaans). Developed and led presentations on strategic-level plans during exercises involving thousands of soldiers, hundreds of US Army helicopters, and US Air Force planes.  Wrote first ever standard operating procedures for Brigade level Air Assault Operations, which was publicly lauded by GEN Hugh Shelton. Deployed task force within 18 hours of notification during training exercises and was prepared as US first strike task force for worldwide military crisis response situations. Managed a $3 million annual budget and oversaw 6 direct reports. Led 40-person rifle and 27-person mortar platoon including responsibilities for professional and personal welfare. Honored with two Army Commendation Medals, two Army Achievement Medals, and an Army Service Ribbon.