Sales Service

Trevor Fawbush

**** ******* ****, ******* *******, IL 60169 ? 224-353-

**** ? ********@*****.***

Operations / Sales & Service Executive

Revenue Growth / Start-Ups & Turnarounds / P&L / Multisite / Process

Reengineering / CRM / ROI Analytics / Forecasting / Budgeting / Margin

Growth / Strategic Planning / Modeling / M&A / Training

Strong record in general management, as well as extensive background in

sales, operations, service and project management. Consistent achievements

in increasing revenue, improving performance and attaining YOY

profitability. Rapidly rose through sales/service, operational and

management ranks, managing major accounts and profit centers while

utilizing financial acumen and analytical skills. History of delivering

excellent consumer experience contributing to market share gain and

increases in customer retention rates. Can contribute quickly by:

o Identifying and leading entry into untapped domestic and international

markets

o Improving internal processes to achieve greater competitive advantages

o Building relationships with key decision makers and closing major

contracts

o Recruiting, training and mentoring high performance sales and operations

staffs

MBA from the University of Minnesota, Carlson School of Management in 2007.

BA in Communication from the University of Louisville in 1999.

Knowledgeable on 5S, Kanban, Six Sigma and Lean. MS Office software expert.

Selected Accomplishments

Gained 50% margin growth with higher prices and no lost business. Avery

Canadian unit was running at 17% profit margin for five years. After

resisting new go-to-market strategy that involved raising prices, gave unit

authority to repeal change if they lost any business. Revenues increased by

20% and team consistently runs at 28% profit.

Increased revenues 15% with 2X profit. Direct sales team at Avery had ten

managers in as many years and revenue was lagging. Began tenure by leading

seminars geared to strengthening staff business acumen, bringing in more

business and increasing compensation. Revenues rose double digits while

doubling profits.

Rebuilt relationship with state agency. Key Avery account was a state

agency but they were falling out of favor with ITW due to slow pay,

contesting bills and causing headache for many departments. Corporate did

not to want to rebid. Met with stakeholders, explained position and won

rebid at 35% increase in billings with timely payments.

Championed key account selling principles. Avery Weigh-Tronix service team

was spun off as stand-alone North American unit. Initiated education

program on managing key accounts and larger opportunities. By giving no

more than three SMART objectives, led team to complete their goals and land

several large key accounts.

Turned around underperforming unit. Recruited to Avery after previous

management team was terminated for underperformance. Improved field staff

focus with technical training. Led revitalized channel development with

newly empowered team and brought unit from loss leader to making 25% EBITDA

contributions within 18 months.

Reengineered business processes. Video Monitoring Service (VMS) turnover

rate was 30%+ and error rate was an unacceptable 1.3%. Took initiative and

completely reengineered business process at regional level to meet demands

of national organization. Error rate dropped to industry-leading .002%.

Voluntary turnover fell to <2%.

Career History

Vice President - North America Service, Avery Weigh-Tronix (AWTX), an ITW

Company, 2011 to Present. For $225M AWTX division of $16B ITW (Illinois

Tool Works), responsible for management of three divisions. Manage sales

and service managers, administrators, project managers and business

development team of 11, who direct 100+ staff. Maintain strong focus on

strategic planning based on modeling and analytical research.

VP - Direct Sales Operations, Avery Weigh-Tronix, 2007 to 2010. Managed NA

direct sales and service unit of leading weighing company with 20 P&L

centers across the US and Canada. Prior to purchase by ITW, reenergized

stagnant sales. Led training on account management, project management and

process reengineering.

General Manager, Avery Berkel Retail, Avery Weigh-Tronix, 2005 to 2007.

Managed retail weighing unit with 11 staff through restructuring/relocation

phase. Developed business plan to grow customer base, improve customer

service and stimulate channel development. Took business from loss-maker to

25% EBITDA contributions.

Production Manager, Video Monitoring Services of America (VMS), 2002 to

2005. Provided news media monitoring, advertising analysis, transcriptions

and integrated media solutions for 15 regional sales offices across the US.

Also managed central production hub, a 24/7/365 facility with staff of 200+

personnel.

Corporate Trainer/Supervisor, TGI Fridays, 1996 to 2002. Responsible for

hiring, training and scheduling 30-35 Front of House (FOH) staff. Selected

to "Train the Trainer" program for key personnel and new store openings.

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