Sales Project Manager

Edward D. Gleason, cpa

*** ******* ****

Chestnut Hill, MA 02467

(617) 717 - 8816

Summary

Chief executive for ELEADS, a prominent business-to-business sales

development and marketing solutions provider. Extensive sales

management and marketing experience. Developed strategy for

clientele in banking, insurance, media, software and telecom

industries. Top school MBA and CPA.

Experience

1997 - ELEADS, Inc. Boston

Present President and Founder

Devised and executed profitable, high-growth market strategies and

go-to-market plans for over 60 enterprise software (Enterprise

Resource Planning, Customer Resource Management, enterprise

security, business intelligence, workforce management, supply

chain management, ecommerce, Consumer Driven Health Plan software

solutions, etc.), information technology, management consulting,

marketing research, outsourcing, and professional services firms.

Select Executive Achievements:

. Grew company from self-funded startup to over $7 million

in annual revenues.

. Coordinated over 80 employees and consultants.

. Closed over $30 million in new business deals from

enterprise software, consulting, and marketing research

firms.

. Exceeded industry revenues per employee by over 70% by

tying sales activity into incentive-based pay.

. Successfully launched three product lines: Outsourced

Inside Sales (lead generation, nurturing, telesales),

Dynamic Contact Subscription Lists, and Outsourced Field

Sales.

. Restructured business and restored positive revenue

growth and profitability following the dot-com bubble

and the depressed post-9/11 business environment.

Select Customer Highlights:

. Helped propel an on-demand CRM firm from under $3

million to over $20 million in annual revenues within a

two-year time span. Result: Company achieved critical

mass and launched a successful IPO.

. Problem: Customer required a less costly approach to win

Fortune 2000 clientele. Solution: Revamped customer's Go-

To-Market Strategy, stratifying prospects by likelihood

to purchase, potential revenue; matched sales cost to

opportunity. Result: Increased sales to Fortune 2000 by

193%; decreased the cost per opportunity by 46%.

. Enabled turnaround at troubled, post-IPO enterprise

software firm. Restored positive revenue growth (41%)

and profitability; significantly reduced Cost of Sales.

Result: Client management found buyer, and negotiated a

favorable sales price.

Enabled Continuous Operational Improvement:

. Business Process Management: Integrated ELEADS processes

with client sales and marketing processes, which

resulted in increasing client sales lead pipelines,

reduction of cost-per-opportunity, raised bid-to-win

ratio, increased lead quality, increased average deal

size, increased quantity of qualified leads, reduced

dead-end leads delivered to sales, reduced sales cycle,

and improved lead management.

. Tied Key Performance Indicators to incentive-base pay:

Revenue per sales representative, lead-to-sales

conversion rate, sales performance against quota, cost

per inside sales-generated lead, cost per sales-accepted

lead, lead response time, and net client contract

renewal percentage increases.

. Coordinated ELEADS and client marketing personnel on

direct marketing and event marketing campaigns,

supervising direct marketing campaigns, product

marketing processes, and marketing intelligence

collection activities.

. Tracked campaigns, sales pipelines, prospect development

with CRM technology, and revenue forecast progress

reports.

Executed direct marketing and sales campaigns that successfully

penetrated a myriad of different industries (manufacturing,

wholesale, retail, financial services, healthcare and business

services) as well as schools, non-profit entities and government

agencies.

1995 - 1996 Capgemini New York City

Senior Associate, Gemini Consulting

Managed engagements and work streams, defining approach, staffing,

and final deliverable:

. Improved client efficiency and effectiveness via

business process reengineering and business process

management. Optimized sales, marketing, customer service

for a Fortune 500 chemical manufacturer, resulting in

the reduction of over $12 annual expenses, improving

customer responsiveness, and creating revenue

opportunities.

. Improved the workflow within the global trade department

of a money center bank, improving document throughput

and tracking. Balanced the workload by sourcing letter

of credit processing to overseas branches, resulting in

an annual savings of $9 million.

. Forecasted market potential, industry evolution of

Internet/on-line service providers, wholesale and retail

(home) banking, electronic yellow pages, entertainment

shopping and consumer finance.

1992 - 1995 Dow Jones & Company New

York City

Manager of Strategy & Business Planning, International Product

Marketing Group

Screened, evaluated, and structured merger and acquisition deals

(wireless, Internet/online services and multimedia) from inception

to due diligence phase. Maximum deal size: $55 million.

Prepared business plans, recommending acquisitions, strategic

alliances, product development, market entry, spin-offs or

liquidations.

Formulated market plans, identifying target markets, product

content, pricing, channel strategy, promotional and resource

requirements for new product development and launch. Reduced

product portfolio, optimizing on market potential and product

resource requirements.

1988 - 1991 Investment AB Kinnevik (Invik & Co. AB)

New York City

Project Manager, Software Development & Controller, Transvik

Turnaround management for a startup software venture founded by

Swedish investment bank. Redesigned the production software, and

instituted financial controls and management reports.

Successfully managed the evolution of a simple prototype to an

international network specializing in real-time order processing

and trading of fixed-income & equity securities. Software design

included program trade capability, interfaces for both market

makers and traders and a back office system.

Instituted formal development methodologies for project

management, including product requirements, objectives and

specifications, high-level design reviews, test plan objectives

and procedures, and project tracking, staffing and monitoring.

. Developed the back office system, with a direct-report

staff of 5 software developers.

. Concurrently managed operations and quality control

staff of 3.

Negotiated marketing and licensing contracts with AT&T and Digital

Equipment Corporation.

Served as Controller with an accounting staff of two; implemented

financial and managerial accounting system, policies and

procedures. Annual company budget: $8 million+.

1987 - 1988 Chase Manhattan Bank New

York City

Applications Programmer, Fixed Income Analyst, Chase Investors

Management Corp.

Formulated and programmed models for evaluating fixed-income

security performance and portfolio performance for both immunized

and indexed accounts.

1984 - 1986 Quezada, Navarro & Company, CPAs Los

Angeles

Senior-In-Charge, Audit & Management Information Services

Planned and managed complete audit engagements for clients with

annual revenues ranging up to $2 billion. Recommended improvements

to clients in cash flow management, business processes and

automation, internal controls and financial accounting practices

and presentation

Education

Yale University, School of Management

Master of Business Administration, 1988

Editor, Yale Journal on Regulation

California State University, Long Beach

Bachelor of Science, 1984

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