Sales Manager

JAMES W HILFINGER

Email: ***********@*****.*** Phone: 574-***-****

SUMMARY OF QUALIFICATIONS

Extensive experience and proven leadership in strategic planning and execution of both channel and customer

sales and market development. Highly effective coaching and motivational skills. A strong, proven aptitude in

financial and market analytics, profit and budget management, building effective business partnerships, visionary

leadership, creativity, team development, collaboration, and managing through activity based objectives.

Twenty five years of successful, broad range sales/marketing experience and leadership in channel, divisional,

national, regional and key account sales management in the retail, wholesale; residential and commercial

plumbing & PVF, HVAC/R, automotive, appliance and the electrical wholesale industries. Experienced in

irrigation, MHRV, OEM, and government contract sales, as well as, strategic business unit P&L management.

CAREER EXPERIENCE

NIBCO ($600 million worldwide manufacturer of flow control products for residential and commercial

construction markets), March 1990 – November 2012

Vice President - Wholesale Sales (Responsible for a $450 million Plumbing and PVF), Aug 2010 – Nov 2012

Led company to achieve best profitability performance in company history two consecutive years, through

launch and sales of profitable new products, aggressive pricing strategies, restructured incentive program

and sales force re-alignment.

Managed four sales directors and field staff of 50 outside sales professionals through activity based

objectives and high focus on key account growth, and market penetration strategies.

Responsible for all Wholesale Distributor business, Agent Sales, Irrigation, H/VAC, OEM, MHRV and

Industry account leadership and sales development, programming, pricing and staffing.

Guided organization through creation and successful negotiation of key buying group rebate programing,

achieving double digit growth in a down market, and 3-Peat winner of Vendor Excellence Award at AD.

Managed key national account relationships through annual programming review meetings with top line

management, and regional field business development plans through needs assessment validation.

Increased profitability of commodity product sales through partnership programming and strategic market

development and growth with the “right partners”, in the “right markets”.

Organized national sales meetings, and facilitated large scale entertainment events for key customers to

enhance relationship with key distribution company leaders and company executives.

Provided key leadership and insight regarding customer business functionality to various internal groups

to assist with planning and execution of distribution, pricing and customer interface initiatives.

Hired, trained and integrated 15 new sales associates into our field sales organization, while reassigning

high contributors to enhanced leadership roles to maximize customer interaction and sales growth.

Vice President - Retail Sales (Responsible for a $100 million Retail Channel), Oct 2006 – Oct 2011

Direct all sales, marketing and merchandising activities to big box retailers (Home Depot, Lowe’s and

Menards), with strong emphasis on brand development, product line expansion, profitability and effective

point-of-sale merchandising.

Have successfully defended and retained base product share position with all retail customers over past

three years while increasing revenues by $11 million on reduced net sales.

Increased net profits an additional $6 million in 2009, while sales volume decreased 15%, through

aggressive and timely price management and the addition of profitable line extensions.

Increased sales by $7 million and net profits by $4.8 million in 2007, using a unique pricing and

profitability management methodology, which identified and tracked margin requirements; providing

timely implementation of increases to the customers.

Negotiated and secured a three year, $25 million contract with Menards to be their PEX system provider,

and became the first rough plumbing vendor marketing partner to participate in the Menards NASCAR

Racing program. Customer is now company’s largest, most profitable PEX customer.

Successfully retained $20 million in product sales through the leadership, development and execution of

professional business Line Review strategies and effective implementation of proprietary re-

merchandising display and packaging concepts to Lowe’s.

Appointed by president of company to lead a newly formed Residential Market Team responsible for

leadership and management of NIBCO’s commodity business. Involves strong cross-functional team

development and directional guidance of day-to-day business, profitability analytics and facilitation of key

decisions surrounding company’s largest product segment.

Developed and implemented “Gauntlet” order management program to reduce billing errors by 100%.

Winner – 2007 Rex Martin Chairman’s Award for Leadership.

Regional Sales Director – East Region (Responsible for $215 million in sales) January 2004 – October 2006

Managed, coached and developed a team of three regional managers; two buy-sell agents, and 15 direct

sales associates, along with select key national accounts and buying groups.

Increased wholesale and agent sales by $35 million or 30% over three year period.

Managed and grew Ferguson Enterprises account to become company’s largest customer, with 80%

growth and $38 million dollar increase over three year period. Secured Sole Source position on all

NIBCO products in their new Richland, WA DC. Richland DC sales grew $18 mm in 2006.

Re-organized and restructured entire sales incentive and compensation program, resulting in the addition

of profit based incentive goals to drive greater profit awareness and contribution throughout the company.

Developed and implemented an Agent Rationalization Plan for improving sales profitability to agents,

through the elimination of duplicated costs and shared supply chain efficiencies. First year savings of

$600,000 or 10% of targeted account sales.

Implemented a Performance Management System to field level associates, designed to facilitate the

establishment of aligned goals, competency development for associate growth, and attainment of key

operational objectives.

Functional representative and inaugural team leader for the demand creation activities, for the Sales &

Operational Planning process. The S&OP process continues to be the driving entity for all sales planning

and forecasting efforts throughout the organization.

Co-managed, developed and successfully presented to key divisional executives at Home Depot, an

extensive review and financial analysis for their 2006 business “Harmonization” and integration.

Winner – 2006 New Products Promotion, for the largest new products sales dollar increase in the second

half of 2007. Increased sales by 90% over budget, surpassing the next closest competitor by over $1

million dollars in new product sales.

Regional Sales Director – West Region (Responsible for $140 million in sales) Jan 1999 – Dec 2003

Managed, coached and developed a team of four regional managers; and 25 direct sales associates.

Reorganized entire west region. Hired/replaced and trained 10 new associates to provide needed skill sets

to promote growth through strategic accounts. Increased sales by $30 million over four year period.

Continued to manage Ferguson Enterprises in all product areas. Grew commercial product sales by $10

million and copper fitting business by $15 million.

Pioneered and co-developed a Rep Alignment program with Ferguson Enterprises to convert all non-

participating locations to NIBCO products (approximately 250 over a two year period) through launch of

nationwide targeted field training, goal alignment and strategic market planning initiative.

Assisted in National Buying Group programming and strategic relationship development.

Primary sales leadership representative for various cross-functional teams providing direction and voice-

of-customer inputs to facilitate key corporate initiatives; such as order price management, setting system

shipping lead-times, DC realignment and closure communications.

National Accounts Manager (Responsible for $35 million in direct sales) January 1996 – December 1998

Re-engineered and implemented new business processes to improve product delivery and service by 98%,

while reducing company order turnaround times from 8 weeks to 2 weeks to company’s largest customer.

Provided leadership in sales function for distribution and strategic Long Range Planning efforts and

developed a process and training guide for SAP implementation to sales and customer service.

Negotiated and secured commitment for copper fittings Sole Source program with Ferguson Enterprises.

Secured NIBCO’s first Sole Source order for Pressure Rated Valves at Ferguson Enterprises. Order

amount was the largest single valve order ever received from a wholesale customer.

Developed and coordinated national programming and sales strategies to key accounts through matrix

organization involving over 60 NIBCO field associates.

Winner – 100 Club Sales Award.

Regional Sales Manager (Responsible for $25 million Midwest region) April 1995 – December 1995

Effectively coached and motivated team of field sales associates to achieve aggressive budgets.

Designed and launched “Partnership Development Planning” program for maximizing sales and profits.

Developed successful “Team Selling” strategy, for enhanced customer focus, and market penetration.

Planned and directed unique and successful promotional “Tie-One-On” campaign in 4Q 1995 to increase

sales 15%.

National Sales Manager (Responsible for $10 million (HVAC/R) division) March 1990 – March 1995

Managed the development of newly created two-step distribution channel through factory direct,

company agents and independent factory representatives.

Established market-based wholesale distribution network throughout US, Canada and Puerto Rico.

Developed, implemented and achieved short and long range SBU strategies geared towards high growth

and profit.

Achieved exceptional market share growth from 5% to 30% in highly competitive distribution channel,

while increasing operating income from 23% to 35% and total sales from $1.5 million to $10 million.

Organized and directed new product marketing and development strategies team for launch of all new

products, including a innovative and proprietary line of refrigeration ball valves.

Managed all SBU functions, capital expenditure cash flow analysis and implementation of all initiatives.

SPX Corp, TIF Instruments, ($30 mm manufacturer to HVAC/R and Automotive wholesalers), Miami, FL

National Sales Manager (Responsible for $10 million ACR Wholesale Division) May 1987 – Mar 1990

Developed and managed all sales and marketing activities through 25 independent factory representatives.

Pioneered and entered new market segments with existing and/or modified products.

Managed and developed large automotive, electrical wholesale and strategic house accounts.

Achieved #1 division status by doubling sales and tripling profit contributions in three years.

SPX Corp, Robinair Division ($25 million manufacturer of ACR/Mobile products), Montpelier, OH

National Accounts Manager (Responsible for $5mm National Automotive/Appliance) May 1986 – May 1987

Appliance Division Manager (Responsible for $2mm National Appliance OEMs) June 1984 – April 1986

Sales and Marketing Trainee (Assisted company’s largest wholesale sales division) March 1984 – May 1984

Developed and managed all sales and marketing efforts for company’s largest Automotive, OEM and

Appliance accounts. Created and implemented new product development and National launch strategies

and materials for specialized service tools. Conducted product/service training seminars for customer

groups and industry contracting and engineering associations.

EDUCATION / PROFESSIONAL TRAINING / RECOGNITION

Bachelor of Science in Business Administration; Major: Selling and Sales Management;

Bowling Green State University, Bowling Green, OH

Strategies in Sales Management; University of Michigan; Ross School of Business; December 2005

Professional Training:

Management Development Training (DDI - Performance Management)

Negotiation Skills Training

Interviewing and Hiring; (DDI – Targeted Selection)

Meeting Leadership; Facilitation Skills

Planning and Organizational Skills; (Franklin Covey)

Listening & Communication

Sales and Operational Planning; (S&OP - Integrated Enterprise-Wide Planning)

Solution Selling (Waterhouse Group)

Certified DDI Trainer

Microsoft Applications

SAP

VMI (Vendor Managed Inventory) certified

Professional Awards:

Rex Martin Chairman Award – 2007

Winner – Highest New Product Sales – 2006

100 Club – NIBCO Sales Achievement Award – 1998

ARW (HARDI) Young Executives Chairman – 1993

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