Sales Customer Service

Glen D. Hall

* ***** ***** **** *******, Pa. ****5

Home: 610-***-**** ***********@*******.***

Cell: 610-***-****

EXECUTIVE SALES, MARKETING, & BUSINESS DEVELOPMENT LEADER

with 29 years of proven medical sales/sales management experience in

consultative selling, leading and developing sales representatives, sales

managers, account executives, marketing, education, operations, and other

company personnel in the highly demanding/competitive healthcare industries

(medical devices/implantables, and consulting/informatics).

Expertise/core competencies include:

. Recruiting, hiring, developing, and retaining talented employees.

(Recognized for the ability to develop

employee's, improve productivity and enhance each employee's

contributions to improve company bottom-line.

. Strategic Analysis & Planning

. Field Marketing & Education

. Start-Up and/or Re-Building Sales Teams

. Proven success in driving dynamic revenue gains within highly

competitive medical industries.

. Excellent oral, written, analytical, decision-making and problem-

solving skills.

Education B.S. Business Administration/Marketing, minor Economics

1980 The Ohio State University, Columbus, Ohio

References Available Upon Request

CAREER EXPERIENCE

01/07-Present ECRI Institute, Plymouth Meeting, PA.

Vice President of Sales

Responsible for all membership sales, marketing activities,

pricing policies, operations/P&L, compensation, and H.R.

functions for sales personnel (direct sales agents, consultants,

and distributors) in the United States, Canada, Latin America,

and the Caribbean, as well as working closely with our Europe,

Asia Pacific, and Middle East offices for ECRI Institute - 350

employees and $43M/yr in annual revenues. (ECRI

Product/Services: unbiased, evidence-based healthcare research,

information, and consulting services that empower its customer

base to: Assess and address patient safety, quality, and risk

management challenges; select the safest, most effective medical

devices, procedures, and drugs; procure healthcare technology in

the most cost-effective manner; develop evidence-based health

coverage policies; align hospital and health facility capital

investments with their strategic technology needs):

> Introduced and established a sales training curriculum

built around Miller-Heimans Strategic Selling and

Consultative Selling programs.

> Grew revenue by 51% over the last 3 years (2007 thru 2009)

on major services (Select +, PriceGuide, and Health

Technology Assessment Information services).

> Reorganized Field Sales force into Provider (acute care

hospitals) and Non-Provider (Health Plans, Device Mfgs.,

Healthcare Consultants, etc.) markets which resulted in a

1M+ plus revenue gain in the Non-Provider market in 2008.

> Reorganized inside sales and customer service departments

into Client Management Services, resulting in enhanced

customer service and growth of lower margin- key services

line by 23%.

> Revised compensation plans for both Field Sales and Client

Management Teams, with focus on rewarding team members for

selling products at list price (vs. discounting).

> Selected to be a member of the Executive Committee in 2007

by CEO and COO. (Executive Committee works directly with

the Board of Directors on a consistent basis throughout the

year concerning all matters that impact current and future

direction of the organization).

> Worked closely with IT, Marketing, Operations, and

Business/Service Line Mangers to launch Client Relationship

Management Software (CRM) enterprise wide.

> Established and implemented with CFO/Finance Directors new

cost accounting/revenue allocation system for multi-service

line customer agreements.

> Established and implemented, with CFO/Finance Directors,

more accurate method to establish cost-of-sale on service

lines in order to enhance overall company margin.

04/06-01/07 Solucient LLC (acquired by Thomson Reuters in Q3/2006)

East Region Director - Account Management,

Philadelphia, Pa.

Lead a Team of 6 (5 Client Executives and 1 Account Executive),

responsible for all sales and marketing activities within

assigned Region to accomplish planned revenue and P&L

objectives. Provide strategic input to VP of Sales and other

members of Senior Management. (Product/Services: Strategic

benchmarking information/data focusing on the Clinical,

Operational, and Marketing concerns of Hospitals to help drive

business growth, manage cost, and improve clinical outcomes. CXO

and VP level call points)

> Initiated Strategic Selling process that focused on multiple service

modules resulting in average sale per account exceeding $100K

> Expanded the role of Account Executive in prospecting/marketing for C-

Suite and V.P Level contacts resulting in more opportunities with key

decision makers

> Worked extensively with the Consulting side of the organization to

grow opportunities for both sides of the business.

07/03 - 03/06 St. Jude Medical Inc., Cardiac Rhythm Management Division,

Regional Sales Manager - Philadelphia, PA.

Lead a Team of 20 (13 Sales reps and 7 Technical Support

Specialists). Responsible for all sales, marketing, and clinical

activities within assigned Region to accomplish planned revenue

and P&L objectives. Provide strategic input to Area VP,

Director, and other members of Senior Management. (Product

focus: implantable pacemakers, defibrillators, & CHF devices)

> Expanded/Restructured entire region over a two year period by

hiring and/or recruiting 9 new personnel to increase service

levels and market penetration.

> Established Quarterly (and Annual) metric standards to more

accurately measure and reward team members for positive

performance.

> Initiated and implemented a Major Account Planning and

Strategy (MAPS) process for the top 12 account targets in the

Region, resulting in a 42% ($4.1M) overall CRM revenue

growth at targeted accounts ($9.8M to $13.9M) from 2004 to

2005.

> Selected by Senior Mangers and HR in 2004 to train and mentor

new Sales Managers.

> Generated a 31% increase in total CRM Sales (Low and High

Voltage) 2004 to 2005 ($16 to $21 million).

> Increased High Voltage Sales by 84.4%, 2004 to 2005 ($6.8M to

$12.5M).

> Initiated Team Selling and Sales skills workshops on

quarterly bases, resulting in greater team unity, increased

sales confidence, and increased sales for the Region.

01/96 -07/03 Medtronic Inc. (Cardiac Rhythm Management and

Neurological Divisions)

06/01-07/03 Medtronic Inc.-Neurological Pain, District Manager,

Philadelphia, PA.

Lead a Team of 11 (6 sales reps and 5 clinical specialists),

focused on developing the chronic pain market to achieve/exceed

sales plans. Responsible for the establishing sales goals and

objectives for the District (and the territory level), P&L, as

well as recruit, hire, develop and retain District personnel.

Provide strategic input to Regional Director.

> Finished 112% to Plan Q1, FY03. Ranked #3 out of 19

Districts.

> Established monthly conference calls for district with

Marketing to better implement strategies at the customer

level.

> Chosen to be on the competitive task force committee in FY02.

> Helped implement Strategic Planning Process at a District

Level.

> Achieved Sales Plan 2 out 4 quarters in FY02.

05/99-06/01 Medtronic Inc.-Midwest Regional Cardiovascular Director,

Minneapolis, MN.

Lead a Team of 7 direct reports (5 Cardiovascular Account

Managers, 1 Regional Marketing Development Manager, and 1

Regional Education Mgr.) to provide focus on regional

objectives, and grow market share and revenue on all

cardiovascular product lines (pacemakers, ICD's, Stents, Heart

Valves, AEDs, and Perfusion products) in the largest accounts

within the Region (top 25%, with total Revenue of @ $178

million+/year). Emphasis on developing strategic accounts,

proactively managing for industry changes, market development,

and other programs and objectives designed to facilitate long

term business gains.

> Grew Region revenue in signed and/or targeted accounts by

35%, FY00 vs. FY99.

> Grew Region revenue in CVA (signed and targeted) accounts

thru Q3, FY01 by 15.5% vs. Q3, FY00.

> Helped train personnel from Austria and Great Britain on CVA

strategy and implementation.

> Developed an Account Management curriculum for direct reports

based on MAPs (Major Account Planning and Strategy), and

several other strategic sales classes in CY1999. Curriculum

was eventually introduced company wide in FY01.

> Selected to present (overview of ALL MDT Businesses) to over

450+ people at the DLP manufacturing plant for Medtronic's

50th Anniversary celebration. Oct. 1999.

> Chosen to be on marketing task force to help come up with bid

response strategy presentation/package for the Cardiac Rhythm

Management and Interventional Cardiology business units when

perusing multi-million dollar contracts. Strategy was

implemented nationwide.

> Worked on the EASE (Evaluation of Arrhythmia Services and

Economics) Development and Implementation Team. Utilized

program to help save over $2 million dollars of at risk

business in the Region.

01/96-05/99 Medtronic Inc. - Cardiovascular Account Manager,

Cleveland District

Responsible for developing, and maintaining, long term mutually

beneficial relationships that lead to broad based agreements in

the top 20-25% of CV hospitals/IHDN's in the District.

> Signed 6 hospitals to Corporate Agreements within first 2

years in territory.

> Helped grow revenue 31% ($6,658,866) in signed and targeted

accounts (FY98).

> Helped grow revenue 22.6 % ($5,742,690) in signed and

targeted accounts (FY99).

> Midwest Region Cardiovascular Account Manager of the Year

FY98 and FY99.

> Leveraged Corporate Agreements and the Premier contract at

The Cleveland Clinic to gain 80% Brady and Tachy. Deal

represented @ 135 new IPG's and 110 ICD's ($ 3+ Million in

new revenue).

> Negotiated and Leveraged Corporate Agreements at University

to help gain 80% market share for both Brady and Tachy, 100%

of the tissue valves, 90%+ of the Cannulae, and secured a

trial for the Cardiopulmonary business. Increased businesses

buy $1,187,737 CY 98 vs. CY97.

> Leveraged Corporate Agreements at Akron General to grow total

business from $1,508,641 to $2,400,000 0ver a 3 year period.

9/82 - 01/96 Baxter Healthcare Corporation - Surgical Products Group,

Sales Representative:

> Achieved 100% or greater of Sales and G.P. plan 9 out of 13

years.

> Selected to train Great Britain sales force for 12 days in

May 95.

> Severed as Midwest Sales Trainer in June 1995.

> Member of the Presidents Advisory Council 1988-1992.

> Appointed to the Special Procedures Product Line Business

Committee 1992-1993. Provided input on new product

development and pricing strategies.

> Worked extensively with the Hospital Supply Division on

Operations (Transportation, logistics, distributor networks

vs. direct sales channels, etc)

> Eastern Area Sales Trainer 1989-91, focusing on more high-

tech/physician preference items and markets.

> 1987 Presidents Award Club Member. (Top 10 sales reps- % to

plan attainment)

> 1987 Management Excellence Award. (Top 10 sales reps-G.P. $

increase vs. PYTD.)

Previous experience with Dow Chemical USA, 1980-1982

PERSONAL DEVELOPMENT COURSES

Listener - Based Negotiating to YES Strategic and Consultative

Presenting Wilson Learning Selling

Kanten Communications Systems Miller Heiman

Int.

Time Management Skills Quality Sales Process Dynamics of A Managed Care

Franklin Planners Inc Market

VandeBerg-Holland VandeBerg-Holland Assoc.

Assoc.

Selling in an IHDN Counsler Sales Person Major Account Planning &

Houck & Assoc. Inc Strategy

Wilson Learning Horizon Inc. and Accilivus

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