Sales Manager

*********@*******.***

515-***-**** (H)

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

Dean P. Farley Des Moines, IA 50317

Motivated and Innovative Leader

QUALIFICATIONS SUMMARY

Creative manager, experienced in conceptualization skills using process and results philosophy. Experienced in complete Network Administration with careful analysis of information and results. Exceeding 30 years of engineering and creative thinking. Success with conceptualizing abstract ideas. Providing ideas through effective communication, providing opportunities for growth of all customers. Systems and processes improved through team building. Sales of products and services through applied skills. AREAS OF EXPERTISE

Account Development Coaching Computer Networking Counseling Creative Ideas & Solutions Design Engineering Initiative Design Function Diversification Engineering & Innovation Liaison Mentor & Coach Negotiating Skills Operations Manager Problem Solving Process Oriented Purchasing Industrial Sales Staff Analyzing Team Player EDUCATION

University of Phoenix, Bachelors of Science Degree April 2013 GPA 3.97 Concentration in information technology/Information technology support

APICS: Just in Time Inventory, MRP/CRP, Inventory Control, Master Planning, and Systems in Technology

Trained in Windows 2000 MSCE Core 5 with Design as electives

Novell and GroupWise administration

PROFESSIONAL EXPERIENCE:

Branch Manager/Sales Engineer Interstate Plastics, Des Moines, Iowa September 2012 – Present

Responsible for establishing a new branch for company in the Midwest Outside Sales Regal Plastic Supply, Des Moines, Iowa February 1, 2011 –September 2012

Responsible for account development and prospecting sales Operations Manager / Account Management

Olson Manufacturing & Distribution, Inc., Des Moines, Iowa 1997- January 2011

Purchasing

Capacity Requirement Planning for corporate production needs

Supported Quality and Safety standards of corporate shops

IT administrator of company

Sales for High profile accounts, nearly 20% corporate sales

Responsible for product development of customers requiring engineering assistance

Implemented and developed a statistically proven QC system.

Instrumental in helping company earn ISO 9002

Outside Sales

Olson Manufacturing & Distribution, Inc. 1987-1997

Industrial plastic product expert, product engineering, and design, expert in plastic properties

Outside sales for Nebraska and South Dakota

Production Supervisor Olson Manufacturing& Distribution, Inc. 1979-1987 Dean Farley 2

SELECTED ACHIEVEMENTS:

SALES AND MARKETING EFFORTS UTILIZING PLASTIC ENGINEERING SKILLS Account development manager for industrial sales in Nebraska and South Dakota Instrumental in establishing a branch with a warehouse in Omaha, NE. Started with a territory of less then

$500,000 sales and doubled sales for the new branch. I continued to support the branch through sales and management.

National Crane Engineering Success

Development of high-tensile strength insert allowed me to negotiate the proper margins on the account, resulting in nearly $350,000 per year account for several years (when assumed, the account was under

$10,000). The account was a key account until the company moved from the area. John Deere Sales Account Management

Continue to negotiate new and established parts, doing business with three divisions of the company. Had the responsibility to maintaining quality systems required to do business with Deere. This included part scheduling and prioritizing, material and quality specifications as well as corporate information sharing. These skills are required to develop the overall performance of the relationship. Quality and delivery have very strict standards to remain a supplier.

STRATEGIC DECISION MAKING

Created a production system, for manufacturing components used in sprayers Developed work cell production for production of threaded plastic pipe. Parts originally produced with CNC lathes. A pipe-threading machine, along with internal threading equipment was tested and installed. This allowed less skilled labor to produce the parts with less costly equipment. All secondary operations machined with conventional equipment, within the work cell. Production costs were half of original costs. TEAM BUILDING AND COACHING

Taught corporate sales people how to use standard costing module in our manufacturing/accounting system. Implemented standard costing, then trained staff how to use the module. This allowed a baseline to determine budgeted margins, without having to review production staff efficiency. This information provided management with a tool to reward sales with a commission. Salespeople benefitted by having a tool to understand the total cost, and the cost drivers. MANAGING UNEXPECTEDAND CRITICAL SITUATIONS

Planned and implemented relocation of critical work-centers to reduce overhead. Equipment was rigged, transported, positioned, and wired, within planned timeframe and budget. Assumed role of procurement manager as required.

Purchased and negotiated pricing on all three branches of the company, then trained a replacement. Projected inventory reports used to manage inventory requirements for both production and distribution.

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