Sales Service
Resume:
Tim Peterson
Cincinnati, OH 45230
********@*******.***
Agera Energy July 2015 – Present
Energy Consultant
Field Sales rep focusing on vertical markets that utilize high energy consumption, such as Dry cleaners, grocery stores, and Manufacturing. My expertise is educating my clients on how to reduce their energy costs in the commodity market while mitigating their risks for the long term.
First 3 months have resulted in sales worth 2,500,000 kilowatts.
Built a strong channel partner base with high-end Real Estate developers and Property Management companies.
Reduce clients energy bills by 25% per year.
Time Warner Business Class June 2014 – June 2015
Account Executive
Field Sales rep aggressively hunting for new clients on Internet and phone circuits in the greater Tri-State area.
Sold (2) new Internet and Phone circuits worth $6,000.00 in my first 3 weeks of employment.
Kentucky Speedway – Displaced Cincinnati Bell completely. TWC is now the fiber backbone providing a 100Mbps circuit, 50Mbps DIA, (2) PRI’s, and Video throughout the entire campus:
$114,300.00
Fortec Medical – Displaced Windstream completely. TWC is now providing a 100Mbps Disaster Recovery fiber circuit, 80Mbps DIA, and (2) PRI’s: $118,800.00 Beechglen May 2012 – April 2014
Director of Sales
Beechglen is a HP Alliance One Partner. We specialize on SaaS for HP UNIX servers, Cloud Computing, Disaster Recovery and, HP Procurve sales.
New business: $365,000.00
My accomplishments were all done by being a road warrior, and networking with partners.
Reduced clients IT Operational costs by 30%.
A few of my clients included: L-3, Philips Electronics, Tickets.com, and Fiserv. Independent Consultant August 2010 – January 2012
Worked with various clients in the Southern California area with their post warranty service options for their Cisco, Dell, EMC, and HP equipment in Data Centers and Co-Lo’s.
Epson America: Worked with the IT Manager who was responsible for their Dell servers post warranty contracts. Epson was using Dell directly to provide the post warranty services. After working with the Manager for about 60 days I convinced him it was better financially for Epson to use a 3rd party service company to do this. The cost savings to Epson resulted in $15,000.00 per year.
Port Authority of Long Beach: The Port Authority IT department was tasked to reduce cost on the support contracts for their Cisco, EMC, and Dell servers. Options were to either upgrade to new equipment or to find alternative resources to provide support. After many meetings is was in the best interest of the Port Authority to keep the current equipment for another 2 years, before upgrading. The decision was made to use a 3rd party service company to do this and to buy used equipment if they did decide they needed something for the short term. The Port Authority saved
$25,000.00 per year.
Robbins Brothers Jewelers: Robbins Brothers was using (2) EMC frames for all of their data storage. Business was down due to the economy and the warranty period had just expired on the EMC equipment. The decision was to either sign an extended warranty with EMC, no contract at all, or find alternative resources. EMC’s post warranty contracts were highly expensive and there was going to be a re-certification charge if they did not buy new equipment. Buying new was not an option for them. They considered not having a contract to save money, but that put the company at too much risk. We decided the best option for them was to look for a 3rd party service company. Robbins Brothers saved $10,000.00 per year on their post warrant service contract by using 3rd party.
NCC Global: March 2009 – July 2010
Director of Service Sales - Nationwide printer service Organization NCC Global managed a portfolio worth 20 million dollars in service contracts for HP, IBM, Lexmark, and Printronix printers.
Main responsibility was to Lead, Teach, and Motivate (15) sales reps across the United States targeting End Users at the IT Manager level. The existing plan was focusing more on the HP and Lexmark printers while the large IBM Infoprint printer contracts were small. Put together an aggressive sales plan to win more IBM business. This plan resulted in an increase of 30% sales revenue.
At the time NCC did not have a solid Channel Partner to resell our services for IBM Infoprint printers. Successfully put together a partner program with a large IBM Infoprint reseller that resulted in increased revenue and furthered our services nationwide. WTI: January 2007 – April 2008
Sales Manager – Console and Power Management Equipment WTI designs Console Managers and Power Management devices that can control multiple devices such as routers, firewalls, servers, and Webcams with a single IP. Products were sold into Data Centers, Co-Lo’s and Test Lab environments.
Main responsibility was to Lead, Teach, and Motivate (3) sales reps that sold directly to End Users in the United States targeting IT Managers and Network Engineers. Under the current plan all of the reps only made a few phone calls per day and heavily relied only on incoming web leads for new revenue. The new plan included a more aggressive outbound call procedure, increased onsite appointments with new clients and visits to current clients. Annual revenues hit $7.2 million.
Secondary focus was to retool the under performing program in place for Channel Partners and Government Resellers. The new Partner plan increased the confidence the Channel Partners and Government Resellers needed to succeed, and it made WTI a true contender against their main competitors.
Put together a different plan to attract new Private Label clients for our Console Managers and Power Management products. This new plan resulted in having industry leaders Chatsworth, Rittal, and Rose Electronics sign long term agreements.
Designed and implemented a Marketing report that would provide upper management and Marketing with average monthly leads from Google, Trade Shows, and referrals. This was used to determine where to use and not use funds on marketing efforts. Prior to this WTI had no type of reporting tool.
Amtek: January 2001 – December 2006
Director of Service Sales – Nationwide Service Organization Amtek manages a portfolio worth over 30 million dollars in support contracts for HP 3000/9000, STK, EMC, and Sun.
Main responsibility was to Lead, Teach, and Motivate (25) sales reps that sold directly to End Users in the United States targeting IT Managers and Network Engineers. The existing plan was lacking focus and determination to convince the clients to leave the OEM. The new strategy gave the reps more confidence to go head to head with the OEM, convinced the clients that our solution was better, and increased their sales productivity.
The other area of need was to partner with a large service provider to help us expand. A prior relationship of mine with DEC/Compaq helped us achieve this goal. Amtek became DEC/Compaq largest service partner in the United States and they awarded Amtek business internationally, producing an increase of $10,000.00 per month.
Put together a plan to start providing hardware upgrades and service on STK and Sun products. Prior to this Amtek was only focusing on the HP 3000/9000. This new plan resulted in increased revenues by $12,000.00 per month and broadened our service portfolio.
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