Sales Customer Service

J. Mark Griffin

*** ******* ***** ******, ***** *8006 210-***-**** ************@*****.***

Sales & Marketing Leader/Contributor

PROFESSIONAL SUMMARY

• Over 15 years’ experience as an Aggressive Solutions Sales Executive, managing national account relationships and partner alliances. As an in-the-field business development consultant I have individually closed and managed numerous enterprise accounts.

• Strengths include analytic prowess at developing an agile sales process and a facility for creating new business value through marketing engagements

• Broad strategic perspective with exceptional customer interfacing skills coupled with the ability to understand complex business issues

• Entrepreneurial drive with technical expertise to lead high profile revenue generating projects

• Management skills were developed through my extensive experience in product development, marketing, pricing, organizational integration, financial analysis and strategic planning

• Excel in launching new products, opening new markets and developing high performance sales teams targeting the telecommunications healthcare, energy, technology, education, government and hospitality sectors

• An analytic, disciplined and results-oriented sales leader practiced in setting performance standards and conveying best practices

• Technically astute with strong interpersonal skills

• Industries for which specialization are Commercial Construction, Physical Security, Voice/Data IP Services, Telecommunications, Aerospace and Defense, IT Consulting, Transportation (Fortune 500 to Emerging Small Businesses)

• Additional areas of expertise include:

o Acquisitions and Integration

o Strategic Planning

o Customer Acquisition/Penetration

o Financial Modeling

o National Account Capture

o Marketing and Communications

o Complex Negotiations

o Corporate Communications

CORE COMPETENCIES

Managed Multi-tier Organizations Created Sales Teams and Indirect Channel Programs C-Level Proposals and Presentations Territory Penetration and Advancement Planning Developed Budgets and Operating Plans Policy Management Financial Modeling and Analysis Developed Market Advertising and Promotions Plan M&A Integration OSS/BSS Integration Proposal Writing and Contract Negotiations New Product Identification and Development Asset Management

EDUCATION & TRAINING

• MBA The University of Texas at Dallas

• BBA Stephen F. Austin State University

• Edison Institute - Telecom Management

• Oracle Financials Certification - General Ledger, Project Accounting and Inventory Modules

• Microsoft Office, QuickBooks, Salesforce.com

PROFESSIONAL EXPERIENCE

RoutePoint

2013 - 2014

Business Development Consultant

• Current Engagement: business development consultant for a metro fiber telecommunications carrier of voice, internet and IPTV networking solutions

• Developed the sales engagement strategy and sales forecast for penetrating the multi-dwelling unit (MDU) and fiber to the home (FTTH) market in greater Houston

• Leading the business development focus targeting new commercial property construction

Trans-Tel Central

2012 – 2013

Vice President, Sales and Marketing

• Responsible for Trans-Tel Central’s sales, marketing, and proposal capture organizations with a $65 million revenue budget in 2013. This includes developing a geographically disbursed multi-product line, and instituting Salesforce CRM to create a metric driven sales approach. Trans-Tel’s opportunities are firm fixed-priced orders ranging from $100 thousand to $5 million.

• Grew the enterprise customer base from $6M in annual revenue to a $15 million annual growth rate in just a 15 month period (sales executives’ quotas at $2.5M annually). Developed and marketed new integrator solutions including: security/surveillance, VMS solutions, CCTV, access control, voice, IP networking end point solutions, colocation, wireless mesh networks, distributed antenna system (DAS), mass notification and cyber security. Our primary market verticals that we sold into were: energy, hospitality, healthcare, transportation, government, and education

• Developed a new indirect channel/partner program for sub-agents to Trans-Tel. Created partner/alliance relationships with Alcatel Lucent, Corning, Genetec, AMAG, Axis, Sony, Panduit, Bosch and Legrand, for cross sales of equipment and integration services

Cibolo Creek Ventures

2009 – 2012

Corporate Development Consultant

• Developed a strategic and operating business plan for a client to create a new CLEC telecommunications company in Illinois. The new company was a joint venture between an existing telecommunications infrastructure company and a venture capital group. This was an 18 month engagement which included financial modeling, regulatory development and a go-to-market sales plan for a start-up venture.

• Maintained an active role in business development initiatives to promote offerings and enhance value added products for the business unit

• Created a successful prospecting plan, including a defined process for approaching new potential partners, and execute based on performance metrics. Developed my own book of business.

Pac-West Telecomm

2008 – 2009

Senior Vice President, Sales and Marketing

• Increased revenue by 30% at Pac-West by adding a channel program and growing its inter-carrier compensation products. Achieved the $20 million annual sales growth target, in 2009, by focusing on new wholesale pre-paid voice customers and colocation for a national CLEC.

• Created an international trading desk and developed new marketing initiatives including a new website, social/digital media outlets, and updated sales collateral

• Rolled out Telastic product; a suite of cloud-based tools for managing carrier solutions for data analytics, revenue management, lease cost routing and work flow automation.

• Managed a national portfolio of top-tier clients including AT&T, Verizon, Microsoft and Google.

• Supervised a national sales organization, marketing and customer service group totaling 30 employees. Responsible for integrating the Pac-West and TexLink sales/marketing groups

TexLink Communications

2004 - 2008

President & CEO

• Reported to a board of directors and had responsibility for strategic direction, operational execution and profitability of the company

• Managed four direct commercial sales teams and a channel manager of a Texas based CLEC. The revenue growth exceeded 140% in 4 years, from $14 million to $20 million and returned the company to EBITDA positive. This was primarily a result of changing the product/service direction from B2B integrated T1s to a focus on colocation services creating lower indirect cost and generating higher margins. Also sold wholesale carrier provider solutions for voice and data.

• Raised $1.5 million in debt financing for a new soft-switch network infrastructure for TexLink to create an alternate UNE-P replacement platform to compete with AT&T’s commercial product. By upgrading TexLink switching and IP network, we reduced transport infrastructure and energy cost by 20%.

• Crafted LOIs and negotiated two separate sale purchase agreements

o Responsible for finding multiple buyers of the TexLink retail division. Sold to Telwest Telecom in an asset purchase agreement

o Managed the due diligence and negotiated the contract of the TexLink wholesale division to Pac-West Telecomm in a stock purchase agreement

Interlink Couriers

2003 – 2004

Chief Operating Officer

• Developed pricing and cost models across all products including multi-state air courier, ground courier same-day-service, bulk product transportation, and over-the-road transportation.

• Re-negotiated and extended the contract for our largest banking customers (Bank of America and Texas Capital Bank) to an additional two years. Interlink was awarded the business again despite having to compete under a nationwide RFP process. Our innovative approach to pricing and route management created a win for Interlink.

• Designed a multi-functional database to maintain routing information as it pertains to price, cost, location, schedule, and courier instruction.

• Created a plan for debt recovery and consolidation working with the two national banking institutions.

• Instituted a new set of directives for cash management and inventory control.

• Created a revenue assurance team to ensure proper contract and pricing analysis.

• Defined the sales process and instituted a new sales commission plan that targets new prospects in selected horizontal markets. I also developed a new methodology for client account profiles and client service records. I completely re-wrote the contract service agreement. I also created a service level agreement as an addendum to the contract.

LogicaCMG

2002 – 2003

Vice President, Finance

• Worked with the CMG President North America to develop pricing and market strategy models for its uOne media services platform targeted at enterprises needing an IP voicemail solution, unified messaging, videomail and portal applications.

• Developed a financial valuation of one of CMG’s product lines in North America, in order to value the business for sale to one of several different suitors.

• Worked with the Logica finance executives to develop a finance/accounting departmental integration plan post merger of the two companies.

Touch America

2001 - 2002

Regional Sales Director

• Recruited to develop a regional sales and customer service organization that served both the wholesale (carrier) and enterprise market channels. I was accountable for staffing, strategic directives, and training of major account executives

• Oversaw the local customer service and technical engineering functions of pre-sale and post-sale support. I had responsibility for achieving the branch’s P&L and budgetary objectives. The branch’s wholesale group manages a $22.8 million annual account base pursuing ILEC and CLEC telecom providers who are leasing private line, dark fiber, colocation, and wavelengths for their networks

• Achieved new sales territory goals the enterprise customer base by growing it 30% in 1 year to $1.3 million annual recurring revenue.

• Developed relationships with key wholesales carrier accounts: MCI/Worldcom, Genuity,SBC, Williams, Broadwing and Corban Communications

XO Communications

1999 – 2001

Director, Finance

• Prepared the 2000 and 2001 Annual Operating Plans. This included the development of sales and operating targets. The operating plan also included assessing the Telco costs associated with off-network leases. These budgets included the determination of personnel requirements as well as overhead and operating expenses ($12 million annually).

• Prepared a detailed business plan for corporate management’s review in order to justify spending $30 million of capital expenditures to expand the Dallas markets fiber optic network and colocation facilities. The additional network increased XO’s on-network sales footprint by an additional 30% into the high growth area of the city.

• Created a financial model used as a scenario planning tool for selecting fixed wireless microwave antenna rings off of XO’s existing fiber network. This model optimizes the capital investment by allowing the user to adjust the selection criteria (i.e. number of buildings, sales penetration, minimum lines per building, etc.). The model allows XO to narrow its fixed wireless ring candidates based upon their financial return (NPV, IRR) and technical deployment criteria. This model was adopted as a corporate best practice.

Lockheed Martin

1990 - 1999

Senior Manager, Business Development (1996 – 1999)

• Created a turnkey operation to commercially market and license the company’s intellectual property. Managed a team of engineers that brainstormed business opportunities from technology derived through internal R&D.

• Acquired through business development efforts approximately $1M in license fee royalties in the first year.

• Projected $40M in license fee royalties from license agreements obtained by my team.

• Managed the division’s $20M IR&D/BP&E budget. Developed the new technologies plan. I presented the budget to division and corporate management. Upon approval, I allocated financial resources to project managers throughout the budget year.

• Designed the President’s Orders Campaign Management Program

o Facilitated an orders campaign to tactically address near-term order growth opportunities, and devise contingency plans for multiple win/loss scenarios that would achieve the company’s financial goals.

Contact this candidate