Sales Customer Service

Executive Resume

Philip J. Naro

** ******** ***** *******, ** 59715

Phone: 406-***-**** Email: *.****@********.***

Leadership Profile

Executive Sales Leadership, New Business/Channel DevelopmentEnterprise

Transformation, Strategic Planning,

Change Management, P&L Responsibility, E-Commerce Strategies, Customer

Relationship Management

Solution-oriented senior level executive with an exceptional track record

for turnaround performance, driving revenue, and generating new key

accounts. Proven record of success in growing customer base, revamping

operations to cut costs and improve cash flow, and driving sales to new

heights. Broad base of experience in managing all functional areas

including sales, sales management, budgeting, product development,

marketing, and brand development. Proficient skills in

developing/maintaining customer and sales management relationships and

establishing programs for organizations to support internal projects as

well as external business partner relationships. A problem solver with

grass roots experience and essential business savvy needed for any company

to succeed in today's dynamic, fast-paced technology-driven environment.

Instituted a new business model that catapulted revenues from $48 million

to over $500 million within a five-year period, as illustrated in the

following graph:

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Professional Experience

PrintingForLess.com Livingston, Montana

Vice President, Business Development 2007 to present

Provide leadership for the business development team in delivering custom

websites to facilitate the efficient delivery of corporate print

collateral. Develop strategic alliance partnerships and cultivate key

customer relationships to increase revenue and expand customer base.

Source, close, and implement large opportunities to achieve revenue and

margin goals.

. Implemented a reorganized outbound sales and support structure to boost

department revenues 70 percent year over year.

. Restructured department focus on key vertical markets; increased website

revenue over 900 percent in the first year.

Brightpoint, Inc. Plainfield, Indiana

Vice President, Sales-Advanced Wireless Services 2005 to 2007

Provided sales strategies, structure, processes, leadership, and

accountability for a national outbound sales team offering wireless

products and services in the small to medium business (SMB) and enterprise

markets. Accepted additional responsibilities, including order operations,

website development, carrier and partner relationship management, inventory

control, and marketing to ensure product development and expansion for this

newly-formed division of the company.

. Built sales for a start-up division within a publicly-held global company

through the development of value added reseller (VAR) and systems

integrator (SI) sales channels.

. Increased carrier activations 290 percent and recruited 150 new customers

into the advanced wireless services VAR program within the first six

months of customer recruitment.

Philip J. Naro Page 2

Lasertone Corporation Littleton, Massachusetts

Executive Vice President, Sales & Marketing 2003 to 2004

Directed all customer-facing departments including sales, marketing,

service, and customer service. Reengineered the sales department and

doubled the sales team within six months. Authored and presented the

company's business plan to gain authorization for Hewlett-Packard's high-

end multifunction laser printer products, becoming its only independent

value-added reseller in New England. Restructured the service department to

increase bench strength and depth of technical capabilities.

. Developed a "sales toolbox" that assisted the sales team to rapidly and

concisely communicate the company's value proposition and accelerate

sales. Prospect conversion rates jumped fourfold, to over 80 percent.

. Implemented P&L improvements in the service department that resulted in

significant annual cost savings.

Ingram Micro Inc. Santa Ana, California

Multiple Vice President Positions 1992 to 2002

Began tenure as VP and area manager for the eastern U.S. Hired and trained

all new sales associates; developed the company's first internal sales

training program and provided continual coaching for all levels of sales

personnel. Designed and implemented various new sales and pipeline reports

to measure daily sales, margins, and customer performance. Transferred to

the northeast territory to bring up the standards of performance in that

region, targeting both marketing and sales activities toward corporate and

government resellers, VARs, and direct marketers. Quickly progressed to VP

of global strategic accounts, implementing a reorganization plan for both

field and inside sales organizations responsible for managing high-volume

strategic customers representing an annual revenue stream in excess of $2

billion. Shortly thereafter, moved into the custom solutions division,

designing customized sales coverage models, products, services and

procedures for each customer. This customer-focused approach differentiated

Ingram Micro from its competitors, resulting in dominant market share

within the corporate and small-medium business (SMB) market segment.

Promoted to VP and general manager of the corporate reseller division to

lead the company's largest strategic business unit with revenues in excess

of $1 billion. Significant accomplishments include:

. Catapulted revenues/profits in eastern states, boosting company revenues

from $673 million to over $1 billion.

. Designed organizational and operational structure for the sales

organization that became the company standard.

. Increased revenues in the northeast by 300 percent, increasing from $282

million to over $1.2 billion.

. Special recognition for contributions made during the Intelligent

Electronics acquisition and integration into Ingram Micro in 1996.

Awarded a block of Ingram Micro stock certificates as a reward for

contributions.

. Increased the custom solutions division revenues from $925 million to

over $1.1 billion in less than two years.

. Implemented a sales strategy to capitalize on higher-margin software

sales, yielding a 20 percent improvement and increasing software sales to

approximately 50 percent of division revenues.

. Increased corporate reseller division profitability by 75 basis points in

a declining market over a 12-month period on baseline revenues in excess

of $1 billion.

JWP Information Systems, Computer Systems Group (formerly NEECO, Inc.)

Canton, Massachusetts

Vice President-Distribution 1990 to 1992

Developed the integration plan to incorporate the distribution function for

a $1.5 billion newly formed computer reseller. The plan had to be

implemented in such a way as to not hamper day-to-day business operation or

negatively impact customer service. Retrofitted a 220,000 sq. ft.

distribution facility in Kentucky and a 105,000 sq. ft. facility in

California, investing over $2 million in capital improvements.

. Integrated distribution facilities of two personal computer resellers

with combined revenues in excess of $1.5 billion in less than six months

without significant loss of inventory or degradation in shipment quality.

. Consolidated distribution facilities in Illinois and California while

maintaining a shipment schedule that increased by 100 percent as a result

of the merger.

Philip J. Naro Page 3

NEECO, Inc. Canton, Massachusetts

Corporate Vice President 1983 to 1990

Began tenure as a corporate account manager and was promoted quickly

through the ranks to VP of corporate sales, VP and general manager for West

Coast operations, and finally to corporate VP. Soon after my arrival,

developed the concept and sales methodology to target and penetrate large

corporate accounts in the Boston area-this resulted in generating 70

percent of the company's revenue and permanently altered the company's

previous retail-focused business model. Supervised and directed

construction of the company's 43,000 sq. ft. West Coast headquarters and

operations center from the ground up. Opened six branches using a

franchise approach and worked with executive management and local realtors

to identify key standard metropolitan area (SMA) markets, facility

locations, negotiate leases and design space as required by both vendors

and business units. Turned around a negative morale situation that was

causing poor execution in distribution when the company was losing both

customers and revenues. Conducted daily management meetings as well as "All

Hands on Deck" meetings with all associates; identified root causes for

morale issues and restructured the organization. Implemented new processes

and reward systems to improve morale and execution.

. Directed and measured the outbound sales activities of 18 sales

executives. Outsold and outperformed the competition resulting in new,

incremental customers and opportunities that brought this fledgling

division from zero revenues to over $7.5 million per month.

. Built sales from zero to approximately $6 million per month in less than

nine months. The West Coast contributed more than 20 percent of the

company's total revenues within 12 months of operation.

. Infused team-oriented management principles and techniques, focusing the

work force on tangible goals and rewards that resulted in a dramatic

turnaround in morale, motivation and performance. This effort improved

quality and raised customer shipments to the $40 million per month level-

a 35 percent increase.

. Trained distribution managers and key department managers various

management techniques to build motivation and output as well as to

enhance relationships with associates. Team building rewards programs

were developed that improved morale, absenteeism, quality and overall

associate retention.

Employment Prior to 1990

Progressed through various positions with several different companies in

the computer hardware/software industry, taking on increasing

responsibility. Developed B2B computer hardware and software solutions for

small-medium businesses, supervised day to day operations, assisted in

business expansion and growth, and provided business solutions for the

medical vertical market. Significant accomplishments included:

. Top sales producer from the first month of employment until promoted into

management, generating triple the average sales volume per month as other

sales representatives.

. Initiated the company's first-ever outbound sales initiative, calling on

businesses to generate revenues and eliminating dependency on other

company marketing vehicles such as newsprint, radio and TV to generate

traffic into the retail establishment.

. Marketed and sold multi-user, multi-tasking computer systems and

peripheral products as business solutions to large, multi-practice

physician offices, clinics and hospitals in the medical billing division

in Massachusetts.

Education

. B.S. Magna Cum Laude; Finance with an Economics Minor, Stonehill College,

1978-North Easton, MA

Awarded Academic Scholarships; Achieved Dean's List Every Semester.

Professional Development

. Miller Heiman-Large Account Management Process-2002, Strategic Selling-

2002, Conceptual Selling-2002

. Ingram Micro Leadership Institute-1998

. Writing Advantage-1995

. Dale Carnegie Sales Course-1987

Key Accomplishment Summary

Philip J. Naro

Utilized Cold-Calling Techniques to Capture Key Accounts

Situation:

A small $4 million computer reseller had only limited means of attracting

customers into its retail shop: weekly newsprint, radio and occasional TV

spots that invited customers to see and touch the latest in PC technology.

As a result, traffic into the store was slow and business was too heavily

dependent on media advertising-walk-in traffic was better right after the

Sunday ad but would slow down to a trickle thereafter. There were several

other retail sales representatives to handle walk-in traffic. Approached

the president of the company about pursuing a personal "cold-calling"

campaign that had proven effective previously in my career. He granted

permission to try this methodology despite his concerns about potential

lost opportunities within the store.

Action Plan:

. Mapped out most all of the industrial parks and large office buildings

within a 20 to 25 mile radius of our retail establishment. Targeted the

small to medium-sized business in the area.

. Personally approached each of the targeted businesses to evaluate their

existing systems and effectiveness of their equipment.

. Implemented solution selling techniques that provided solutions to many

small-medium business problems. Designed systems based on each company's

needs and invited principals into the retail store to see a demonstration

of features, functions, benefits, and options.

. Developed ongoing personal relationships with customers; followed up on

purchases to ensure they were making the most of their systems. Sales

that didn't materialize shortly after the initial visit became

contacts/targets for future telemarketing follow-up.

. Offered installation, training and technical follow-up services that

would maximize value to the client and pave the way for future expansion.

Results:

Within the first month, achieved top sales representative status. The

company received far more exposure to prospective customers from

personalized visits to their business than from previous advertising

methods. Sales catapulted in the first year from $4 million to $12 million

and continued to rise at a dramatic rate in following years. A division was

formed under my leadership to specifically target small to medium-sized

businesses and was later expanded to include corporate clients. The

incorporation of cold-calling methods forever changed the company's

business model.

Key Accomplishment Summary

Philip J. Naro

Startup and Management of a New Sales/Marketing Unit

Situation:

The PC market was growing phenomenally across the country. Based on

personal research and observations during visits to the West Coast,

approached the CEO about expansion into western markets. He was resistant

to the idea at first, but was finally convinced to examine the

possibilities. Conducted market research and developed a business plan

outlining effective marketing strategies and identifying potential marquis

accounts in the area.

Action Plan:

. Designed a business plan with revenue forecasts, marketing budgets, sales

and operation policies/procedures, and an operating budget to develop a

presence on the West Coast. The initial business plan called for a

company headquarters office and distribution facility in the LA/Orange

County area as well as a branch office in the San Francisco/San Jose

area.

. Identified East Coast associates in key functional areas that were

qualified, willing to relocate, and committed for the long-term.

Negotiated national moving services and temporary housing for all

associates who relocated to the West Coast.

. Secured vendor authorizations from key OEMs in order to operate in

Northern and Southern California. Located facility sites in both Northern

and Southern California with the assistance of local commercial realtors.

. Obtained local planning and building board approvals to begin

construction of headquarters and distribution facility. Designed

facility layout and worked closely with the general contractor during the

entire building process to ensure timely completion of the project.

. Initiated the process of West Coast sales team interaction with targeted

customers during construction period.

. Acquired the assets of a computer reseller with eight existing locations

and integrated selected facilities, managers, sales representatives,

administrative and support personnel into the organization.

. Hired and trained all sales and administrative associates using the

company's proven sales methodologies and procedures.

. Planned and executed a grand opening celebration to secure community

awareness and goodwill-the guest list included local dignitaries,

suppliers, vendors, and prospective customers.

Results:

The West Coast organization went from the original construction site with

temporary trailer offices and zero revenues to six successful locations in

Northern and Southern California with a run-rate of $65 million in less

than nine months. The West Coast operation contributed more than 20 percent

of the company's overall revenues within 12 months of operation. As a

result of these accomplishment, promoted to corporate vice president.

Key Accomplishment Summary

Philip J. Naro

Applying Strategic Organizational Development to Boost Revenues

Situation:

A large wholesale computer distributor was experiencing declining revenues

and customer dissatisfaction. The organization was plagued with problems,

including a lack of organizational design, ineffective reporting

procedures, poor internal communications, and a serious lack of ownership

for customer accountability. If a customer had a problem, it was passed off

to someone to address, but no follow-up was made to ensure the customer's

satisfaction. Strong leadership was needed to create reporting procedures,

define roles and responsibilities, establish accountability standards,

improve communication and coordination between internal departments,

repair/improve customer relationships, and turn sales around.

Action Plan:

. Assessed the sales organization's performance including selling skills,

customer relationships, effectiveness communicating customer problems

with various departments within the company, and level of accountability

in solving customer problems.

. Conducted meetings with customers to determine the root causes of

customer dissatisfaction with the company.

. Initiated a methodology to track customer complaint issues and hold

departments accountable for their contribution in solving them.

. Conducted research to determine sales personnel capabilities. Discovered

that most sales representatives were ineffective. After careful

evaluation, approximately 50 percent of the sales organization was

severed from the company. Remaining sales staff was re-trained to

increase their effectiveness.

. Interviewed and hired replacement sales representatives; developed and

implemented new-hire and sales training programs.

. Designed a sales coverage model that defined every role on the sales

team, including ownership of responsibilities. Established levels of

authority for each position. This sales model streamlined the internal

sales process, improving productivity and enhancing both the sales cycle

and customer experience.

. Created procedures to identify customer issues or problems, communicate

with the functional departments involved for resolution, establish

timelines for completion and hold individuals accountable to ensure total

customer satisfaction.

. Designed a daily sales report to measure revenue and margin by account as

compared to quota. This was the first sales-oriented customer report in

the company's history.

Results:

Within six months, relationships with customers were repaired at all

levels. New customer problems were quickly identified and resolved-customer

satisfaction increased, resulting in increased market share. Conducted

return visits with many customers to gain confirmation that problems were

either non-existent or that they saw a marked improvement in gaining swift

resolution of their issues. Determined that many customers felt their

relationship with the company was better than ever and our execution was

near flawless. Revenues subsequently increased by over $170 million (20

percent) the following year-from $670 million to over $1 billion.

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