Sales Management

DAVID C. TEIGEN

CHIEF OPERATING OFFICER & SALES MANAGEMENT

**** ***** ****** ***** ********, ID 83642 208-***-****

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

"Leading organizations through controlled growth in a motivated atmosphere"

EMPLOYMENT HISTORY

TMAC Consulting/Belkorp Ag 2009-May

2013

Acquisition and Operational Management

Merger & Acquisitions:

. Initiated communications with potential sellers to discuss transaction

options.

. Successfully sought and acquired private investors to support $30M

investment in four locations. This included presentations to public

corporations, private equity groups, as well as private family

investment companies.

. Active in four business acquisitions/six locations including purchase

price valuations, led diligence team and developed pricing

calculations including all fixed assets and inventory. Using this

model as a guide, it resulted in four successful acquisitions in two

years totaling $30M.

. Successfully organized and presented acquisition proposals to Deere

management staff.

. Once acquired remained on staff to oversee location integration and

operational development

DAVID C. TEIGEN

COO & SALES MANAGEMENT

Sales Analysis and Management:

. Utilizing market share, customer, and financial data analysis, sales

forecast which tied into overall organizational financial budget that

called for 20% + increase in sales with .5% Gross Margin increase,

which both were achieved. This resulted in a net increase of $4.0M in

sales good sales in 2012, while maintaining Gross Margin levels.

. Upgraded technology capabilities to enhance and accelerate sales

department proposal process with signature imaging and internal

integration.

. Quickly produced individual sales forecasts for a sales team of eight

each with financial and model mix targets correlating to targeted

market share growth.

. Assessing sales marketing program, reorganized sales department

marketing efforts, increasing internet exposure, while decreasing

print media 20%, a $20,000 annual savings.

. Organized weekly meetings via internet to discuss sales department

activity, introduced the participation of customer support department

managers in the meeting to increase intercompany communication

. Analyzed competitive customer database and assigned targeted

competitive to staff, incorporating CRM program to monitor progress

. Initiated key customer program which recognized core customer base,

met individually with these customers with one on one contact to

discuss individual, corporate, or industry concerns

Financial Analysis and Management:

. Developed $30M budget model for new corporation for future fiscal

years. This was a 20% Revenue growth which was achieved in 2012.

. Aligned three different financial chart of accounts into one corporate

chart of accounts to achieve consistency and transparency for new

organization. Stabilized accounting practices to

develop a consistent model within organization.

. Utilizing these KPI'S the following objectives were realized:

o Reduction of obsolete and excess stock parts inventory of

$200,000

o Increased off site parts kiosks that resulted in increase of

sales of $750,000

o Increased Gross Margin in Customer Service by 2%

o Increased Customer Satisfaction by 10% in one year.

. Using KPI reports as a basis provided strategic and financial insight

to senior management and board of directors on a monthly and quarterly

basis, allowing them transparent analysis and trend recognition.

Employee Development and Human Resources:

. Organized internal structure to accommodate additional locations and

realizing operational efficiencies by consolidating job

responsibilities.

. Assessed dealership personnel and successfully recruited and filled

realized shortages in sales & service support staff as well as

Controller and Division Service Manager.

. Presented new employee policy changes within organization that aligned

three separate corporations into one entity and instituted employee

policy handbook review team.

. Reorganized an internal training development program with a career

path for each employee that led to 100% participation and annual

completion

DAVID C. TEIGEN

COO & SALES MANAGEMENT

C&B Operations - Idaho Falls, Idaho 2004-2009

Regional Manager

. Assumed day to day operational responsibility of two locations in

Eastern Idaho in 2004 that were struggling financially and in

performance. Immediately introduced changes that resulted in achieving

"North American Dealer of the Year-2009" by Farm Equipment Magazine

. Developed a $50 million dollar retail organization and operations

which included renewed marketing programs, precise inventory

management, increased profitability, and personnel and growth

management. This was a 275% increase in four years in sales revenue

with corresponding increase in profitability

. Recruited, hired and oversaw employee training programs to support

growth. Grew sales with average employee tenure of less than 3 years.

. Spearheaded conversion to CRM program utilized by sales department

. Upgraded technology capabilities with revitalized IT systems to

support multi-location dealerships and centralized accounting

. Monthly and quarterly reporting to ownership. This included financial

analysis, asset utilization goals, market share growth, employee and

customer retention and capital expenditure requests.

Brandt Holdings Company; Fargo, North Dakota 1998-2004

Sales Support

. Provided sales support starting with 4 locations in 1998 and reaching

12 locations in 2004

. Turned sales department from $1 million in losses to $1 million profit

in two years

. Installed asset management practices to decrease inventory assets by

$5 million in 14 months

. Oversaw operational integration of new acquisitions once acquired

North Dakota State University Fargo, North Dakota

Bachelor of Science Degree-Agricultural Economics

NATIONAL AWARD WINNING OPERATIONAL AND SALES MANAGEMENT EXECUTIVE

AREAS OF EXPERTISE

. Strategic & Visionary Planning

. Leadership Development

. Operational Management

. Sales Management

. Financial Analysis

. Employee Motivation

. Supplier Relations

. Customer Interaction

. Merger & Acquisitions

. Visionary Leader skilled in operational and sales forecasting with

the ability to position assets for maximizing profitability and

effectiveness

. Turnaround Expert for underperforming organizations with experience to

implement and maximize campaigns to achieve desired results with

positive employee participation.

. Expertise in budgeting, P&L, financial oversight, supplier relations

with experience with board oversight and reporting

EXECUTIVE PERFORMANCE BENCHMARKS

. 275% revenue increase in four years with previously non-performing

organization

. Increased profitability by 400% in those same four years

. Successful secured $30M in private family funding

. First non-existing dealer to be approved by supplier to purchase

dealerships in 25 years

. Led four acquisitions and successful integration in two year time span

. Farm Equipment Magazine's "2009 North America Dealer of the Year"

. $4 million increase in revenue first year, a 14.8% growth

PROFESSIONAL HISTORY

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EDUCATION

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