Customer Service Sales

Summary

Proven Strategic/Tactical and multi-functional Contracts/Sales Operations/Customer Service Manager with a "learn it, do it, teach it" mindset looking to become a core asset to a company with a “one team, one goal” culture.

Skill Sets

ERP Implementation and Upgrade

Contract Administration/Pricing Management

Pricing, Profitability & Contract Negotiating

Charge Back/Rebate Management

Customer Service / Call Center Management

Cross functional department set up and development

Distribution/Warehouse/3PL Management

Project Management

Data Mining and Sales Analysis

SAP 4.6 and 4.6C Super User; Sage 300, Microsoft D365 ERP experience

GS1 Industry Compliance

Sunshine Act Reporting and Compliance

Experience

Medartis, Inc.- August 2018 - November 2018

Operations Manager

Medartis is a$20M subsidiary of Medartis Switzerland focusing on orthopedic trauma/extremity marketplace

Daily management of Sales Operations: Customer Service Department and Support to Field Sales Team.

Liaison between Sales and Legal teams for terms and conditions, contract and pricing requests

Contract negotiation with customers for all commercial terms and conditions within the agreements.

Financial Management: Responsible for Accounts Receivable and Accounts Payable Functions.

“Hands On” processing of Accounts Payable and Accounts Receivable functions during “crunch times” and during staffing shortages.

Cross functional support between Marketing, Inventory Control and Warehouse teams.

Optinose Inc- November 2017-August 2018

Contract Assignment

Optinose is a start-up pharmaceutical company focusing on exhalation delivery systems and the treatment of nasal and sinus diseases.

Project participant for implementation of ERP Microsoft Dynamics 365.

Go Live Date of January 1, 2018 successful

Review and validate third party software scripts within D365 for process efficiency and accuracy

Identify errors in test data and propose solutions for corrective actions

Post “Go- Live”

Manage department system enhancement requests needs to determine if ROI is positive from ERP and budget perspective

Coordination of tracking all departments business and software issues as assigned to IT and third-party consultant firm to include proposed resolution and anticipated completion dates.

Create, test and document case scenarios to validate remaining Company BRD’s (Business Requirement Documents)- Major Initiatives. Open Purchase Order Reports, G/L Detail reports, etc

Daily Back-Office Support for Finance department including Invoice processing/coding, Expense Reporting, and Journal entry activities

Project: Led company initiative of Purchase Order Decentralization. Developed training outline and materials and conducted the live training of Purchase Order issuance.

Project: Expense Report Submission and Processing. Reduced processing time for expense reports in to D365 by

20%.

Flower Orthopedics Corporation - April 2013 - June 2017

Director of Commercial Operations

Flower Orthopedics is a start-up medical device company specializing in the orthopedic trauma/extremity marketplace

Responsible for design, testing, implementation and performance of all company functional operations listed below.

ERP Process Design and Implementation:

Contract and Pricing Management

Customer Service/ Account Maintenance

Pricing and Sales Reporting

Purchasing/Supply Chain- Includes lot number and serial number traceability

Inventory Control

Continuous Upgrades/Customized Functionality and Reporting

Contract Management / Sales Administration:

Built Customer Service department to manage 40+ outside dealers and direct sales representatives-

Responsible for creation and all maintenance of customer accounts, sales persons and commissions tied to accounts and proper sales regions and territories

Accountable for National, Local Sale and Government agreements from draft to execution including FSS and DAPA;

Pricing review/margin analysis; Sales reporting

Chargeback/Rebate management

Liaison for field business needs- POC for Regional Business Leaders to support their business and dealer needs

Led operational partnership between Flower and McKesson Corp: POC for all McKesson business- Contract management to include set up and management of sales and tracing submission; Reconciling and issuance of chargeback and rebates

Project: Customized ‘Mass Sales Order Entry’ tool for large orders to upload in to ERP system

Project: With Finance team, implemented third party billing company outside of ERP system

Project: Created a CRM module in ERP system for salesforce- Used to track business from quote to close

3PL/ Inventory:

Effectively integrated offsite 3PL warehouse with ERP system to increase inventory and sales process efficiencies

Managed all aspects of 3PL including incoming/outgoing inventory, design and set up of reporting and tracking requirements- $7.0M inventory value of both loose and kit items

Integrated 3PL and ERP system to create a kit consignment program for field inventory including unique material and lot number for traceability including

Responsible for reconciliation of annual 3PL physical inventory

Managed/tracked $2.0M worth of field inventory utilizing both 3PL and ERP system

Project: Developed with IT: ‘Mass Transfer’ inventory tool to facilitate uploads of inventory movement between 3PL data and ERP system

Project: Field ‘Customized Inventory’ program to reduce excess inventory in field and lower overall new inventory purchases--Initial pullback result of $200,000 in six months

Purchasing/Supply Chain:

Performed all Purchasing/Supply Chain functions from 2013-2016

Established processes, reporting and internal controls for all products purchased from Germany manufacturer to arrival at 3PL

GS1 Compliance

Project: German to US Mfg. Initiated switch from all German MFG to 50% US MFG; US product sent to Germany for package and labeling; Sent to 3PL as finished good for sale with unique lot number

Developed all processes to account for US and German costing and traceability in to one unique item and lot#

Aesculap, Inc. - January 2002 – April 2013

Associate Director Contract /Revenue Operations and Sales Administration

Aesculap is a worldwide leader in surgical technologies and a member of the BBraun Medical Group whose focus ranges from spine and orthopedics to cutting edge hospital management / service programs to help facilities improve patient care and profitability.

2006-2013: Contract/Revenue Management Groups:

Developed and grew Contract department from 5 to 15 persons

Roles Included: RFP, Pre and Post contract, Membership, Customer Master, Distributor and Government

Management of $160M in National, Government and local agreements; Royalty and Consulting agreements

Management of $8.5M in Rebates and Fees

3PL/Indirect Sales: (Cardinal/McKesson, etc.) Implemented contract process for Stocking dealers to manage In to Stock Pricing and end user sales with SAP system.

Responsible for proper accrual set up for all 3PL and end customer price agreements within SAP- All tied to specific agreements; Customers may belong to multiple agreements which 3PL may access

With IT and Finance established processes via EDI and manual to process and reconcile chargebacks and tracing files from 3PL’s

Worked with Finance and IT to establish proper accrual and pricing types within ERP system; Established quarterly review reporting of accruals to maintain acceptable accrual levels per market segment

Set up process to utilize EDI and SAP for automated notifications to 3PL for end user pricing and contract changes

Created Revenue Adjustment Group: Dedicated group to bring to resolution customer A/R disputes; First six months saved $150,000 in errant credits to customers

Project: ARIBA- External Contract Housing Tool: Implemented for tracking of Consultant and Royalty agreements

Project: ‘Contract Utilization’- Process to ensure customers met purchasing requirements on national contracts and to maximize company profitability-First quarter savings $100,000

2002-2005: Customer Service/Sales Administration Management:

Managed multiple Customer Service groups across two facilities - 40+ persons

Managed Customer Service Groups: Core Product, OEM, Spine and Orthopaedic, Repair/Technical Support

Implemented call monitoring/call collection software for multiple CS departments

Established KPI’s across all business units- KPI range from call volume/answered to order accuracy

Overhauled Customer Service training with a focus on “one call resolution” style service - Reduce call transferring between departments

Improved efficiencies in multiple departments by incorporating EDI customer ordering and ‘pre-loading’ of sales orders in to SAP prior to PO issuance; 30% immediate conversion rate from fax/email orders to EDI and 50% reduction in month end overtime

Increased internal/external customer focus by creating Expeditor role to handle all Large Purchase Orders, $50,000>; Interface with warehouse and sales from time of quote to delivery of product

Created ‘SAP Tricks and Tips’ training with IT- Once a month training on SAP and its capabilities

Projects:

Medical Device Tax project: Aesculap/BBraun member project to define and develop sales and reporting processes for all direct and 3PL sales

GS1 Initiative: Responsible for implementation of GLN within sales organization to cover Order to Cash processes from both direct and 3PL customers

Organizational Split project: Member of project team to facilitate and implement company split in to two divisions requiring dual maintenance within ERP system

CRM project: Supported implementation of CRM tool to include sales quoting, pricing and customer contract management

Member of VMV Team- Vision Mission Values: Member of Core team of hand-picked employees to drive the company’s culture throughout the organization

AIRCO/BOC Gases - 1990- 2001

The nation's leading single-source supplier of gases, welding equipment and supplies, and safety products

1998-2001: Corporate Regional Call Center – Lebanon, NJ

Managed two teams consisting of 25 reps covering East Coast part of country

#1 rank in call center with respect to Call Center KPI’s for 2 years (1999-2000)

Responsible for all new hire training on systems, products and CS protocol

1994-1998: Warehouse/Distribution/Retail Branch Management – Hazleton, PA/Wilkes Barre, PA

Responsible for 5 route trucks, warehouse, on site filling stations and Retail Sales Branch

Reduced OT by 30% by incorporating four 10-hour delivery shifts from five 8 hour shifts

Led consolidation efforts in centralizing multiple branch distribution centers into a primary location in Hazelton, PA

1990-1994: Inside Sales and Branch management of Retail outlets – Pottstown, PA/Wilkes Barre, PA

Responsible for all facets of business including walk in and phone sales, pricing, customer/account set up, quoting, inventory management, in-store merchandising

Conducted area branch training on new ERP systems

Education

Bachelor of Arts, Business Management

DeSales University, Center Valley, PA

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