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Sales Manager

Winston-Salem, North Carolina, United States
December 10, 2018

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K e v i n B i r m i n g h a m

Winston-Salem, NC *7104 • H336-***-**** C336-***-****

PROFILE: Application/Project Management IT Operations Management Client Service IT Application/Project Manager, skilled in collaborating with the business, IT developers and the client to implement Big Data solutions. Six Sigma Green Belt with strong process improvement and product development expertise.

• Big Data / Data Warehousing / Analytics: Marketing, Supply Chain, Consumer and Customer Management across all manufacturing and retail consumer product industries and financial industries.

• Project Management Tools: Microsoft Project, QuickBase, Planview, Microsoft Teams, Google Docs, CASD InfoPACC, Remedy, BMC FootPrints

• Big Data Tools: Unify, Unify Office, Advantage Pro (AP), Advantage Environment (AE), Cloud Computing, WS-FTP, Jobscope, Xlerate Plus, Oracle Sales Analyzer

• Programming Languages: Oracle Express, SQL, Excel, UNIX, COBOL, DB2, JCL, MS Access, HTML, SAS, 4GL-KBMS, FOCUS, Attachmate Reflections


INFORMATION RESOURCES, INC. (IRI) Winston-Salem, NC, March 1996 – Present Led Solutions Management and Consulting, June 2015 - Present Clients: CPG and Retail clients: Hershey, Clorox, Altria, Ahold Delhaize, Constellation Brands, RJR Tobacco, Hormel, Prestige Brands, JET, Armadillo, Mt. Olive, and others. Consulted, sold and project managed all syndicated and non-syndicated products in the set-up phase and continued to manage the day to day issues for deliverables totaling over $50M per year.

Created specifications template: Standardized information for the product development and team backup processes. It improved the communication and understanding between the developers in India and the US based Project Managers.

Entrusted to implement IRI’s Syndicated Product Locator service: Worked with clients and 3rd party vendors to implement this exclusive product. Setup, guided and supported 48 IRI clients, including the Clorox Call Center.

Improved IRI DataMart Capacity throughput: Implemented ‘Sticky Cache’ to almost 50% of client base. This improved client processing time and decreased delivery time to the client by 30-50%. This was extremely valuable for managing delivery timelines when systems had downtime or unexpected system issues occurred.

Asked by Divisional leader to join the bi-weekly Obeya client management process: Shared expertise in proactively resolving resource allocation and risk issues with key customers. (Clorox, Hershey, Constellation Brands) Led Client Service and Tobacco Operations, February 2013 - June 2015 Hired to this newly created position to pilot a new delivery model that integrated Industry lead Client Service and Operations teams into one. This prototype eventually became the standard at IRI. In addition to Tobacco Operations and Client Delivery Management duties, represented IRI for all Client Service and Operations duties for all Tobacco deliverables. Managed all daily consulting and operations to strategize and perform needs assessments with the Tobacco clients.

• Led the Operations team to get a new tobacco product (Vape) into the tracking system. Through research, product tracking, and thought leadership internally and with clients, launched the new category which was sold initially to the 2 largest tobacco companies in the USA (Altria and RJRT).

• Worked more closely with clients to understand the marketplace: Provided market analysis – Sales, Share, Price, and Promotion stories, Consumer Management, Customer Management, etc. Worked with internal IRI Data Science team to create a hicone detection and ongoing hicone support maintenance plan for the Tobacco Industry, which minimized the over/under counting of product sold due to discrepancies in State Taxes and leakage from Indian reservations in the North Eastern US.

• Implemented a process to ease the resource intensive and stressful yearly database updates: Clients need to change data structure criteria (product hierarchy, geographies, measure set, time periods) to reflect changes in the marketplace for retail stores purchases and selloffs. This 3-month process requires both new and old databases to be on-line, while updating, validating and researching data changes.


K e v i n B i r m i n g h a m, p a g e t w o

Led Tobacco Operations and Client Delivery Management, August 2009 – February 2013 Evaluated and optimized processes for the team and company. Evaluated, resolved, and escalated client or internal issues to department leadership. Represented IRI in discussions to develop new or revised processes with the client and internally.

Negotiated client requests and Operations effort/capabilities to reach an acceptable solution. As the tobacco industry pushed to put more marketing and money behind the growing cigar market, overcame the difficulty in coding Cigar attributes (size, circumference, color, etc.) to account for and code 98% of all scanned Tobacco products.

Internal leader/champion for Tobacco Consumer Unit (TCU) tracking initiative: Worked with Altria marketing to improve tracking for moist snuff sales. Integrated research, consumer sales, and industry data about moist snuff consumption to measure the moist snuff ounce size and divide it by the consumer research of a consumption unit. This created value in understanding consumer usage and the repeat purchase cycle. Led Client Delivery Management, December 2002 – August 2009 Managed 10 – 15 persons in local and remote United States locations, supporting multiple clients of the Tobacco, Healthcare, and Beer/Wine/Spirits client verticals as well as PepsiCo. Coordinated, managed and provided cost and feasibility justification for all deliverables. Initiated and implemented process improvements across clients and the department.

Member of the Management team that travelled to India: Set up a Global Operation Center as part of the outsourcing initiative. Focused on creating transition processes (Watch/Be Watched) to mitigate risks associated with off-shore support

(time difference, culture, communications, etc.). Continued to manage both U.S. and 3 Client Single Point of Contact Managers in the Global Operating Center in India to continue to improve the transition processes.

Led initiative to create a Wet/Dry Projections system for Beer/Wine/Spirits clients: Worked with Projections team to account for counties that are Dry and cannot sell Beer/Wine/Spirits to provide a more accurate representation of the real Beer/Wine/Spirits geography space.

Led Electronic Delivery Consulting, August 1997 – December 2002 Liaison between Software Consulting, Sales & Business Development Solution Center, and Data Delivery. Managed the East Coast Offices (Philadelphia Pa, Fairfield NJ, Atlanta Ga, Winston-Salem NC) with up to 30 employees; providing sales support for over $100M Syndicated IRI software and other Non-Syndicated IRI products.

Developed applications and product specifications for the Sales and Business Development Solution Center

Consistently recognized by clients and IRI management for exceptional consultative and development skills Manager, Electronic Delivery Consulting, March 1996 – Auguat 1997 Managed and supported all contractual deliverables related to Philip Morris, RJR Tobacco, Sara Lee Hosiery, Rich Seapak, Brach Confections, Mrs. Smiths, Ciba Vision, Sundown Vitamins as well as many other smaller accounts SARA LEE DIRECT Winston-Salem, NC

IT Manager/Lead Systems Analyst – Retail Sales and Inventory, January 1990 – March 1996 Managed, Systems Analysis, Application development and Maintenance Programming on Retail based Applications WACHOVIA BANK, INC. Winston-Salem, NC

IT Systems Analyst/Programmer – Retail Loans, March 1987– January 1990 Designed and developed Retail Loan Applications; Lead Analyst for Wachovia/First Atlanta Retail System Merger EDUCATION AND PROFESSIONAL DEVELOPMENT

BS Computer Science - University of North Carolina at Charlotte, Charlotte, NC 1986 MBA, Concentration in Marketing and Finance - Appalachian State University, Boone, NC 1993 Training: Situational Leadership, Helping Others Succeed, Selling Skills, Diversity Training, Sexual Harassment Training, Managing for High Performance, Creating Employee Developmental Plans, Managing the 3P’s and Effective Consulting

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