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Sales Manager

Whitehouse Station, New Jersey, United States
January 06, 2018

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** *********** ****** * ********** Station, NJ 08889 w 908-***-**** w



...driving revenue and profit improvements in highly competitive commodity markets. Key Deliverables:

î Reshaping business operations, providing vision and leadership to strengthen organizations while laying the groundwork for business turnaround and long-term success. î Building and leading high-performance teams, promoting intellectual curiosity in staff members to illuminate right paths and drive achievement of big-picture goals. î Growing earnings and profits, capitalizing on strategic, analytical approach to open niche markets, drive market expansion, increase operational effectiveness, and improve margins. î Driving commercialization of custom products, building cross-functional alliances to successfully navigate through murky, often cumbersome product development/launch processes. î Solidifying revenue pipelines, securing contracts – where none existed before – while successfully justifying/implementing contract terms that protect long-term business interests. CAREER HIGHLIGHTS

ARIPACK INC. 2016 to 2017

Represented global manufacturers of packaging film, roll stock, pre-made bags, injection molded containers, lids and Form Fill and Seal equipment.

V P Sales & Marketing (6 direct reports, $15 million market segment) Implemented Pipeline / CRM tracking tool, established KPI requirements, implemented sales strategy focused on market segments through SWOT analysis. Sandler Training was introduced to improve sales effectiveness, enhanced trade show effectiveness, traveled globally to improve supplier collaboration and partnership. CONSOLIDATED CONTAINER COMPANY 2004 to 2015

Leading developer, manufacturer, and marketer of rigid plastic containers with $750 million in annual revenue. VP Sales (9 direct reports, $135mm market segment) 2010 to 2015 Sales Director (6 direct reports, $125 million region), 2006 to 2010 Regional Sales Manager ($45 million territory), 2004 to 2006 Oversee all aspects of sales for custom blow-molded plastic containers (dairy, beverage, specialty products), implementing strategic plans to maximize asset utilization and drive sales across 35 of company's 68 plants. Driving Revenue and Profitability Growth

§ Opened new opportunities, securing lucrative supply deals in niche markets to revitalize business and drive revenue growth. Quadrupled business with one top 20 customer over 8-year span.

§ Negotiated long-term contracts – first-ever within company – to guarantee revenue streams and fortify bottom line. Secured contracts with 16 of the top 20 customers, locking in $100 million in sales.

§ Implemented price increases that returned profitability to marginal accounts, adding $8 million to bottom line with minimal customer pushback through effective communication of value-added services. RUDOLPH J. TERRIZZI PAGE 2

§ Launched profitable business line, driving $3.8 million in new sales. Capitalized on prospect's pain to gain approval for $750,000 bottle-producing platform. Subsequently presented with expansion opportunity, quickly added 2 additional platforms to meet needs. Fully utilized, assets now produce 24 million bottles/yr. CONSOLIDATED CONTAINER COMPANY Continued

Promoting Sales and Operational Excellence

§ Promoted to VP of Sales after being named Sales Director of the Year for 2009, brought strategic mindset to sales operations, driving dramatic step-change that brought across-the-board performance improvement and helped position company for private equity purchase in 2012.

§ Drove 20% uptick in sales across entire sales team with implementation of new training program

(Sandler Training). Reduced turnover with improved hiring practices and effective coaching and mentoring.

§ Rolled out CRM/pipeline tool that helped team achieve 32% close rate – 3 times better than other business units – by pre-qualifying opportunities based on facts and fit.

§ Fostered sense of urgency around market awareness/competitive response. Among successes, acting on field information, mobilized fast-acting team that secured long-term contract with key customer being wooed by competitor, successfully protecting $10 million in annual business. PARMALAT 2001 to 2004

General Manager, New Atlanta Dairies ($125 million in annual sales) Sought out as consultant to take over floundering dairy, created and implemented strategic plan to stem losses and put dairy on track for success.

§ Taking over operation in turmoil, quickly addressed multitude of deficiencies that stopped "bleeding" that amounted to $1 million/month – in just one year – accomplishing what 3 other general managers could not.

§ Reengineered operations, consolidating some businesses, converting others, and shuttering one. Increased production efficiency of what remained and resolved severe shrink problem to increase margins.

§ Aggressively targeted new markets, securing contracts with all major supermarket and convenience store chains in the southeast. Also acquired considerable new business by tapping into school and government bidding processes for the first time.

§ Sold off unprofitable business, implementing lucrative supply and lease agreement to derive benefits from sale. Maintained small manufacturing and distribution operation that performed at high profitability. MENDEZ DAIRY 1996 to 2000

Vice President of Sales (6 direct reports, $40 million in annual sales) Recruited to integrate Ideal Dairy with Mendez' Tropical Cheese Company following acquisition, developed and implemented unification plan covering 60 distribution routes serving New Jersey, Metro NY, Long Island, and Philadelphia. Reported to chairman/owner in overseeing all aspects of business operation.

§ Established form and structure for new organization, infusing it with new sense of professionalism that imbued it with legitimacy.

§ Unified packaging, rolled out new logo, and redefined staff roles to provide more efficient customer coverage. Implemented high-tech tools to improve route efficiency. Secured new business with supermarket chains with contract incentives.

§ Built profitable operation that was sold for 6 times sales to Dean Foods after just 4 years. TUSCAN DAIRY FARMS 1987 to 1996

Director of Sales, NY Division ($60 million in annual sales) Managed office, sales, and distribution of satellite operations.

§ Played key role in dissolution of Dellwood Dairy and consolidation of new Tuscan/Dellwood business unit. BS, Business Administration, Bryant University, Smithfield, RI

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