MICK WELLS

GREENSBORO, NORTH CAROLINA, USA

ac6le5@r.postjobfree.com 336-***-**** LINKEDIN.COM/IN/MICKWELLS EXECUTIVE SUMMARY

• Business development, marketing & commercial executive with progressive roles & P&L responsibilities up to $275m.

• Operational leadership & project management with progressive breadth of responsibilities managing cost centers up to $24m.

• Consistently utilizes high learning and change agilities when transitioning into new job roles and provides immediate business results with strong team leadership. Excellent breadth of skill and expertise shown across multiple functions such as: Business Development & Contract Negotiations Brand Marketing Channel Strategy & Implementation Commercial Operations Strategic & Key Account Sales Management & Strategy Sales Development & Sales Training Business Acquisition Planning & Integration Sales Force Excellence & Automation Field Sales Management Sales Forecasting & Goal Development Commercialization & Product Launch Data Management, Reporting & Analytics Trade Promotions & Go-To-Market Strategy Trade Show Management & Meeting Planning Project Leadership Customer Relations, Order Entry Management PROFESSIONAL EXPERIENCE

Independent Consultancy & Project Manager 2012–present Management consulting & project work primarily for organizations operating in the animal health space

(identities available on request); publication: Why I Became an Independent Consultant, (Animal Pharm, November 2012).

Notable achievements:

Brand commercialization and development projects: one established $1m brand moved from 3-years of consecutive loss to a positive year-end position, growing 11% in profit contribution.

Commercial optimization: a project in one organization realized a 12% revenue gain for their key accounts team without additional spend.

Brand strategy: a project in building identity & value proposition resulted in membership growth rate nearly tripled after project implementation (moving from a 4-year CAGR of 6% to a 4-year CAGR of 17%.)

Experience working in complex & matrix organizations: have managed short- and long-term projects for 3 of the top 5 animal health manufacturing organizations.

Animal Health subject matter expert for several multi-disciplinary consulting & financial firms. Henry Schein Animal Health 2014–July 2016

The world’s largest supplier of animal health products & services and a division of Henry Schein, Inc. (HSIC.) Director Strategic Accounts & Business Development (P&L responsibility, $275M 23% of Henry Schein’s total revenue.)

Joined organization to re-negotiate the contracts & manage the relationships with the two largest group- purchasing organizations in the US animal health market (customers represent a 10% share of US companion animal veterinary practices.)

Notable achievements:

Group purchasing organization performance during term

• Organization 1: contract year-one, revenue +28%, contribution profit +17%; 4% favorable to budget; contract year-two (at exit): revenue +21%, contribution profit +12%; 2% favorable to budget.

• Organization 2: contract year-one: revenue +5%, contribution profit +7%; 1% favorable to budget; contract year-two (at exit): revenue +16%, contribution profit +11%; 1% favorable to budget.

Conceived, developed, received approval, and implemented a go-to-market strategy for management of key & strategic accounts that included: customer & market segmentation; key performance indicators & metrics; customer contract financial model. The framework has eventually been adopted globally across Henry Schein’s other animal health markets.

Negotiated & managed 18 three-way agreements between vendors, customers & Henry Schein. Novartis Animal Health 1998–2012

(At that time) the $1B division of the publicly traded pharmaceutical organization; manufacturer and marketer of products in the companion animal, livestock and aquaculture markets. Executive Director North America, Strategic Accounts & Distribution 2009-2012 Led a team consisting of 7 direct reports and 3 indirect reports and the scope constituted 40% of annualized Novartis, NA revenue.

Strategy design, execution & management of all North American commercial channel activities with cost- center responsibilities of $24m for the distribution network, key & strategic customers, and trade promotions.

P&L responsibilities for J&J’s Ethicon Inc.TM brand of sutures (at that time) a $45M brand & market leader.

Designed and implemented a distribution strategy that realized $12m in incremental revenue in 2010 (adding 3% to total annual company revenue), and incremental revenue of $7.4m in 2011.

Created customer segmentation strategy & infrastructure, designed and developed contractual strategy to optimize profit; directed a sales team delivering 8.6% CAGR within that customer base.

Constructed brand and marketing plans for Ethicon Inc.TM suture line that turned around declining market share (CAGR of -2.5% from 2008 – 2009) into +1.2% CAGR in 2010 – 2011.

Chosen as one of 5 associates, globally, to have an executive coach for leadership development. Director, US Commercial Operations 2007-2010

Developed and led a department and team consisting of 9 direct reports and 32 indirect reports and responsibility for a $9M cost-center. Department functions included trade policies, promotions and communications, sales training & development, customer service, business analytics, sales optimization & excellence, trade shows & sales meetings, and CRM functions. Also responsible for development and implementation of US companion animal commercial strategy, including sales force optimization, customer contract development and management of the grey market, which represented 8% of annualized sales.

Developed and implemented a sales promotion platform that encouraged new product penetrations, ultimately generating an 85% increase in new penetrations for the organization.

Created a solution to more efficiently implement sales promotions, cutting idea-to-execution time from 7 weeks to 3 days.

Redesigned an inside telesales function into a outside sales development function which resulted in delivery of 3x ROI and which, ultimately, filled 75% of new hire placements for outside sales positions.

Led 18-month SAP upgrade project for the Sales & Distribution module (6 direct reports, 4 consultants.)

Led commercial integration team for 4-months prepping for the Ft. Dodge acquisition (3 direct reports, 5 consultants.)

Chosen as one of 9 protégés for the global, executive mentor program; one of 50 associates appointed to attend an annual series of financial CE programs at Harvard Business School; chosen as one of 25 mentors for the company’s Future Leaders program; accredited as a 360 professional coach. Senior Manager, Customer Relations 2006-2007

Management of the customer service & business analytics teams (4 direct and 22 indirect reports) with an annual call-volume of 350,000.

Improved service-level from 68% in 2005, to 84% in 2006 and 87% in 2007 (against a target of 80%).

Restructured the roles & implemented a supervisors’ training program, through which I coached, sponsored and mentored four, first-time supervisors: two, of which were directly placed into field- sales management roles.

Responsible for the integration of the customer service & order management teams of two company acquisitions.

Regional Sales Manager (Florida, Puerto Rico & USVI) 2002-2005 Led, planned and directed the strategies and tactics of a sales team consisting of 11 reps and a sales budget of over $20m.

Improved sales results to budget from 67% in 2001, to 87% in 2002, 102% in 2003, 105% in 2004, and 106% in 2005; national sales ranking from 17th to 3rd (out of 18) in 18-months time.

Led nation in launch of Atopica® (2004) and earned Legends Award for top Region (2004, 2005.)

Hired, coached and mentored four sales representatives into field-sales management roles.

Work history prior to 2002 is available should it be desired. EDUCATION

World Economy & Business Major, Spanish Minor, 1995 • The Ohio State University, Columbus, OH

One of 15 of the 250 candidates in the program track to attend the economic development practicum at Instituto Superior de la Agricultura, Santiago, The Dominican Republic, 1995.

Economic development internships at the Columbus Council on World Affairs and the Ohio Department of Economic Development.

OSU study abroad program for Spanish language & cultural Immersion • Cemenahuac Communidad Educativa, Cuernavaca, Mexico, 1995.

Officer and board member at OSU’s Office of Greek Affairs and the Sigma Chi fraternity. Continuing education

Harvard Business School, Boston, MA. Business Finance II program: enhance financial decision-making effectiveness; understand the impact of strategic decisions on financial results to improve company value.

University of Texas, McCombs School of Business, Austin, TX. Negotiation Excellence Program: enhance dealmaker’s abilities to analyze the negotiations they face, and then to develop negotiations tactics and strategies to reach sustainable, value-creating agreements.

Kennesaw State University, Kennesaw, GA. The Role of the Leader: manage across external relationships, initiate innovation in complex global organizations, and enhance personal emotional intelligence across geographical and vertical relationships. Leading at the Front Line: improve your impact as a leader, to motivate your team to achieve high performance & to influence a better business result.

ADDITIONAL SKILLS

Proficient in Microsoft, Google & Apple’s suite of business products, SAP Business Objects, and a variety of project management tools & programs.

Fluent in Spanish.

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