Sales Project Manager
Resume:
John R. Creedon
Daleville, VA 24083
*********@***.***
PROFESSIONAL EXPERIENCE:
Inside Sales and Sales Support Manager, B2B Sales and Channel
Newell Rubbermaid, Charlotte, North Carolina (January 2010 - Present)
Division - Rubbermaid Medical Solutions (RMS) is the US market leader in
manufacturing mobile and fixed-mounted IT delivery solutions to support the
integration of technology at the point of care in hospitals.
Sales 2010 - $34m
2011 - $59.7m
2012 Target - $80m with two additional representatives
Staff: 10 Sales Agents,
Budget - $875,000
Weekly Call Volume - Outbound 350+ and Inbound 125+
Project Manager for Salesforce Enterprise (CRM) software implementation
during Q1-2 of 2011
Process owner for Lead Nurturing program in partnership with Annuitas,
Inc - The program focused on identifying target clients, creating
educational white papers and webinars, developing a lead scoring model,
outbound calling scripts and recycling for cold leads. The program
generates 2000+ leads per quarter with a 12% Lead to Opportunity
conversion rate.
Sales Growth - 60% (15m) of incremental sales growth in 2011 was
generated by accounts managed by Inside Sales. Inside Sales team drove
additional sales via targeted outbound calls (agents were assigned to
niche markets such as, acute care clinics and hospital systems),
professional call scripting, product demo programs and sales training.
Channel Management - Inside Sales representatives were assign to top
Channel Partners such as, CDW and Dell to develop ongoing
relationships. At a regional level, small channel partners were engaged
with when clients required integration and support services. CDW's
channel partner sales are up 35% in 2011.
International Sales - currently supporting sales and service for
Europe, Mexico and Canada
Inside Sales Manager, B2B Sales
Foot Levelers Inc., Roanoke, Virginia (2007 - 2009)
(The nation's #1 distributor of custom made orthotics to Chiropractors and
Podiatrists
Sales: $39m in 2009)
Staff: 12 Sales Agents, 15 Customer Maintenance Agents, 3 Webinar Trainers,
2 Department Leads and 1 Department Trainer
Budget - $1.1m
Weekly Outbound Call Volume - 3500+
Designed and implemented an outbound calling program for new customers
called "Baseline Selling". The program shortened the sales cycle from 4
to 2.5 days and increase sales of capital equipment sales by $820,000,
a 16% increase over 2008.
Designed and implemented an outbound calling program for existing
customers called "The Gears". The program increase customer retention
by 22% and product sales by 3.9 million during 2008.
Increased average dollar per sale 23% from $150 to $225 by providing
comprehensive sales training reinforced with weekly role play and feedback.
Call Center Director
Inservice America, Lynchburg, Virginia (2006 - 2007)
(A leading Fundraising and Marketing Company providing services for all
types of organizations including nonprofit, faith-based, health,
insurance, legal, commercial, political, and various others. Clients
include; Ministries Joyce Meyer and Joel Osteen, nonprofit
organizations American Cancer Society and March of Dimes, as well as
National Radio Stations and Newspapers.)
Staff: Team Leaders 6, Agents (100 local and 43 remote), Trainers
2, Workforce Managers 3
Budget - $1.3m
Weekly Call Volume - 20,000+
Designed and implemented an outbound calling program for new customers
called "Baseline Selling". The program shortened the sales cycle from 4
to 2.5 days and increase sales of capital equipment sales by $820,000,
a 16% increase over 2008.
Designed and implemented an outbound calling program for existing
customers called "The Gears". The program increase customer retention
by 22% and product sales by 3.9 million during 2008.
Increased average dollar per sale 23% from $150 to $225 by providing
comprehensive sales training reinforced with weekly role play and feedback.
Call Center Support Manager
BB&T Bank, Roanoke, Virginia (2005 - 2006)
(The 16th largest financial institution in the country with over 1400
retail offices and 18 operations centers)
Staff: Team Leaders 10, Agents 125, Trainers 2, Workforce Managers
2
Budge - $1.7m
Weekly Inbound Call Volume - 20,000+
Directly responsible for the Roanoke, VA call center operations. The
center handled inbound service calls, outbound business sales calls and
email response.
Responsible workforce team managing 24X7 operation, two sites, and 350
Agents. Decreased yearly attrition from 26% to 18% by developing
flexible schedules and an option to rebid a new schedule quarterly.
Implemented a new sales program based on Design of Experiment testing.
The test resulted in $1.28M increase in sales during 2006.
Deluxe Check Printers, St Paul, Minnesota (1979 - 2005)
(Nation's largest provider of printed checks and related products with
1.5 billion sales)
Sales Representative 2005
Responsible for calling on Financial Institution branch locations.
Delivered product training and update supplies.
Increased business products sales by 15% from 2004 to 2005
Covered North Carolina, Virginia and West Virginia Territories
National Process Improvement Consultant for Customer Care and Order
Processing (1998 - 2004)
Process Improvement Training - Six Sigma, Lean Manufacturing, and
Design of Experiment
Directed the development of a customer relationship system. The
system was implemented in 4 customer care centers and installed on 540
agent workstations. This system now handles all customer relationship
issues, tracks response time for handling issues and monitors customer
satisfaction.
Project Manager for Direct to Consumer Sales Initiative.
Responsibilities included: strategic planning, process mapping,
communication plan, establishment cross- functional support team, and
implementation.
Project Manager, SAP SD, CRM / Skills Based Routing. The call routing
mapped 12,000 financial institutions into three call centers. Sales
and Service continued to meet a 95% service level for general accounts
and 98% service level for contracted accounts.
Team Leader (1995 - 1998)
Accountable for site operations, sales support, customer care
associates and help desk. Staff: 40
Administered performance management by diagnosing improvement
opportunities, providing effective feedback, coaching, training,
professional development, and corrective action plans.
CALL CENTER SALES TOOLS:
Salesforce - Administrator (Current)
ACT
TeleDirect
CALL CENTER ORDER ENTRY TOOLS:
SAP (Current)
CALL CENTER WORKFORCE MANAGEMENT TOOLS:
Avaya CenterView
Total View
Blue Pumpkin
EDUCATION AND TRAINING:
BA, Robert Morris University
ASQ Certified Quality Manager
Multivariable Testing Techniques for Service Processes, QualPro,
Teaching Certification
Sales Training - Baseline Selling, by Mike Karlan and SalesBuzz, by
Michael Pedone
Annuitus - Salesforce Process Training
Holden - The New Power Based Selling
PROFESSIONAL AFFILIATIONS:
ASQ - Member
Toastmasters - Member and Able Toastmaster Certification
Worldwide Call Center Discussion Group
2013
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