Address Line 1 Address Line 2 Berkshire, Post Code. Telephone: 01344 123456. Mobile: 07701 123456. Email: [email protected]
I N T E R N AT I O N A L B U S I N E S S D I R E C T O R S H I P
Sales Leadership – Interim Management - Consultancy
Possessing an outstanding track record of achievement both within a blue-chip, international environment and SME. Sales leadership encompasses both direct and via channels within a range of industries and sectors. Managing diverse cultures in adverse political and commercial situations, whilst balancing, effecting and sustaining business changes. Now looking to make a continued significant contribution within a similar challenging, interim Senior Management appointment.
AREAS • •
Sales and Marketing Acquisition Strategies • Trouble Shooting / Problem Solving
• Business Analysis • Cost Rationalisation • Maximizing Profits
• Modernisation / Change Management • Team Building / Leadership • Systems and Process Development
MBA LLB (Hons) HND
Courses: Year 1 (Salford University) Law (Hull University) Electrical and Aeronautical Engineering (RN)
1999 1992 1981
Leaders of the Future (SMG), Senior Development (INSEAD), Managing the Future, Quality Management, Diversity, Managing for High Performance.
Oct 05 – Present
MANAGING DIRECTOR (INTERIM APPOINTMENT)
Company A, Watford. Responsible for transforming this acquired Xerox reseller into a “sales focused” and “process led” sales company whilst move culture of business from private to a corporate enterprise. • Consolidated 48 employees across 2 geographically separate sites under one identity. • Centralised the back office functions that is now a centre of competence across the group. • Introduced a Sales Management process throughout the company with focus on core products and services, whilst forming specialist sales teams for niche markets and products. • Managed relationships with OEM that attained favourable rebate targets. • At acquisition the company was trading at a loss of £60K on revenues of £6.8M, with disparate product focus and little focus or leadership against core products and services. • Increased first year trading from £6.8 to £8M in revenue and from a loss of £60K to £212K pbt.
AFTER SALES DIRECTOR (INTERIM APPOINTMENT)
Aug 03 – Oct 05
Company B, (After Sales Division). • Established a sales function and culture for this global leader in supply, repair and service of heat transfer and centrifugal separation equipment. • Restructured a division of 118 employees and formed a dedicated external sales team. • Realigned spares order taking into a spares selling function. • Employees attained bonus each and every bonus period for those 2 years and beyond. • Instrumental in making this Camberley manufacturing centre into a global centre of excellence. • Increased revenue from £12M to £18M GBP per annum. Increased EBITA by 30%
Jan 02 – Jan 03
GENERAL MANAGER / OPERATIONS DIRECTOR
• • • • • • •
Company C Israel. Provided stability and a long term vision for business with a background of commercial and cultural issues. The role encompassed Marketing, Sales, Service and Logistics with an employee base of c120. Overcame the historical culture of non-accountability by introducing Performance Management practices: establishing KPI’s, regular review processes and pay-for-performance mechanisms. Addressed the gender balance by recruiting and developing female executives. Maintained revenue against the Middle East conflict and associated commercial implications. Overhauled service levels: (machine reliability increased by 17%, response time by 8% for example, whilst reducing headcount by 30%. Overall cost of service reduced by 28% Doubled revenue per sales manager and indirect revenue. Increased profit by $6 million mostly by reducing debt (credit control) and optimizing inventories.
Jan 00 – Dec
Company C South Africa Ltd. (2 year assignment). Responsibility for a multi-site operation with c80 reports - the only Company C posting in South Africa. • Shaped and led the Sales and Marketing function for this $100m JV business with c 250 employee base. • Ensured 11% growth p.a. during currency devaluation of 48% and a significant changes in US accounting regs. • Addressed the absence of empowerment and accountability by introducing account management and KPIs • Increased EBIT profit from $100k to $1.1m by driving high volume sales, addressing product mix and coverage, and reducing unnecessary overhead, all of which dramatically impacted share price. • Won 2002 Company C President’s Award for outstanding leadership and contribution.
May 98 – Dec
• • • • • •
Public Sector, Company C. Provided strategic leadership and operational support to national sales regions for the Public Sector, Company C’s largest revenue targeted sector. Total reports of c65 (field and centralised). Developed the initial Marketing Plan that delivered $27m in annual revenue. Capitalized on 3rd Party distributors and software, yielding some $12m in projected additional revenue. Introduced a new training in Public Sector selling and Pipeline Management for the National Team. Delivered $6m in 6 months for an under-performing region. Awarded Company C’s ‘Achievement Award’ for exceeding targets and overall contribution.
E A R LY C A R E E R S U M M A R Y • •
Key Account / Business Manager (Company C UK) 1994 – 1998 Personally generated over $6M in revenue p.a. Accounts included ASDA, British Steel, Yorkshire Water. Sales Executive - Local Government Accounts (Company C UK) Won the ‘Quota Plus’ Award for achieving 134% of sales within 8 months. Service Engineer (Company C UK) To Senior NCO (Royal Navy) 1994 – 1994 1988 – 1993 1977 – 1988
Interests and Pastimes: Mobility: Born: My wife, internet marketing, photography, travel, my dogs. Full clean driving license. 1959.
References available on request. ________________________________________________________________________________
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