Sales Marketing

Brian W. Babcock

Professional Background Profile

2016

Cell: 847-***-****

E-Mail: *********@*******.***

Sales, Marketing, and Operations

Brian W. Babcock – Professional Profile

Page 2

Contents

I. Executive Overview page 3

II. Sales page 4

III. Marketing page 6

IV. Operations page 6

Attachment – Professional Resume page 7

Brian W. Babcock – Professional Profile

Page 3

Executive Overview

Professional Background

With over 31 years of professional experience, Brian W. Babcock brings high technology industry experience in the areas of Sales, Marketing, and Operations. Highlights of Mr. Babcock’s career include the following:

VP Client Relations, Ticket Reserve

Sr. Vice President Sales, MTC Concepts

Vice President, North American Sales, U.S. Robotics Corporation

Director of Channel Sales, Gateway Computers, Inc.

Director of Consumer, Mail Order, and Channel Sales, Toshiba America Information Systems Over 24 years of Mr. Babcock’s career have been in a managerial and executive-level capacity. During the course of his career, Mr. Babcock has cultivated executive-level relationships with industry leading firms such as CDW, Insight, PC Connection, Comark, CompUSA, Circuit City, Tiger Direct – wholly owned subsidiaries of Systemax, Best Buy, Ingram Micro, and Tech Data.

While serving as VP of North American Sales at U.S. Robotics Corporation, Mr. Babcock lead a team of over 60 sales professionals in the field as well as telesales. The U.S. Robotics sales effort included responsibility for the United States, Canada, and Latin America.

Mr. Babcock’s history in the sales arena includes sales programs aimed at multi-tiered distribution models. Programs and sales relationships were cultivated specific to Consumer, Retail, Distribution, Reseller, and Direct-to-Business models. This responsibility included Sales and Marketing programs, as well as customizing operational aspects to support sales efforts.

Profile Summary

The remaining portion of this document is intended to elaborate upon and cite examples of various areas of expertise.

As it relates to a new business, or the growth of an existing business, my knowledge base and skill set apply well in a number of environments. The following sections will outline, at a high-level, my understanding of the following key functional areas within the corporate structure:

Sales & Sales Management

Multi-tiered Distribution Models

Retail / Sales & POP Marketing

Consumer

Marketing Programs through distribution channels

Product Development Cycles

Forecasting and Supply Chain

Sales Operations

Corporate sponsorship events and programs

Third-party sales representative firms

Brian W. Babcock – Professional Profile

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Sales

Distribution Models

As touched upon previously, my sales background has been centered on multi-tiered distribution models in the high-tech industry. The graphic below is intended to help better understand the basic paths of these various models. It is safe to say that some form or variation of this model exists in virtually all industries. Within my roles at Toshiba, Gateway, and U.S. Robotics, my sales management responsibility was based with the manufacturing side of the equation. As a manufacturer of both Business and Consumer goods, I was responsible for growing sales though relationships with National Distributors, Resellers, and Retailers. Typically, these relationships were supported by 3 key efforts:

Field Sales Representation (Account Managers)

Marketing Development Programs (Providing for “Push” of the product)

Corporate sponsored marketing campaigns (Creating consumer demand, “Pull”) As a sales executive, it was my job to insure that at a high level, customer relationships were strengthened and the marketing dollars were applied to programs that provided for leveraged programs through the distribution chain. As with most industries, manufacturers of all sizes rely on this model to leverage market reach as well as operation efficiencies not normally possible through a direct-to-market approach. Outsourcing

During my time with Toshiba and U.S. Robotics we retained Rep Firms as an Outsource Vehicle for various sales and support functions within each organization. The obvious reasoning behind outsourcing all or part of the sales function is:

Overall lowered cost of sales

Off-loading benefits and human resource concerns

Obtaining sales/support talent already familiar with specific market space At Toshiba, we worked with 2 separate firms. Hunter Business Direct was a small firm in the Midwest. We later transitioned this function to EDS as part of a larger outsourcing initiative, which also included our Customer Support center.

Manufacturer

National

Distributor

National

Reseller

Regional

Resellers

Regional

Retailers

Consumer

Small/Medium

Business

Enterprise

Corporate

Customer

National

Retailer

Consumer

Small/Medium

Business

Brian W. Babcock – Professional Profile

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Sales

Overall Sales Philosophy

The basic sales philosophy for this type of selling cycle is based on two key principles, and translates across industry lines:

1) Relationships are the key to success. In the past 28 years, the greatest successes were based squarely upon the ability of the Sales organization to develop strong business relationships at all levels with customers.

2) The strategy must be tuned to match one of two primary categories, dependent upon the overall objectives for the company. Higher volume / Lower margin vs. Lower volume / Higher margin. The pendulum normally swings somewhere in between these two end of the spectrum. However, I have seen sales organizations ultimately fail when setting the unrealistic expectation of relatively high margins, while seeking aggressive top-line growth.

There are certainly additional factors that come into play in any given sales organization, but these are the basic business principals that provide a solid foundation. While at Gateway, I developed a plan based upon ROI and incremental revenue that allowed for a reasonable margin somewhat lower than the margin expectations on the Direct side. When the plan was executed, we added roughly $100 Million per quarter in incremental revenue to the company, and added significantly to the SMB customer base for Gateway. Sales on the Direct side, however, continued to decline, even after my departure from the company, due to the unrealistic expectation that they could still sell PC’s with an average selling price greater than $1,000. ($1,000 was the low-end price point at the time!) Market share may also be a key driver, depending again upon the overall company objective. Volumes and price points play a key role in taking marketshare, if that is a primary goal. Field Sales

In general, I lean towards the idea of hiring fewer, more seasoned field sales reps vs. a larger sales force with higher geographic coverage. I have had great success with field reps that may work from a home office environment, which is more cost effective for the company. While at Toshiba, we ran a nearly $500 Million dollar per year business in the Direct Mail space with myself and 3 seasoned Channel Managers. Each was responsible for key high-volume accounts, and maintained a stronghold on the relationship. These individuals were highly professional, and possessed business skills more attuned to running a business in general, rather than just sales. Although sales were the primary objective, they were also empowered to assist in managing the MDF (Marketing Development Funds) budget and develop marketing programs within their respective accounts. Inside Sales

Inside Sales or an Inside Support organization is often an integral part of the plan dependent upon the need for these resources in the sales cycle. If contact is needed with a high number of smaller retailers and distributors, then an Inside Support team would be beneficial, and an efficient way to maintain relationships with a large number of customers.

Coupled with training and a good customer database, an Inside Sales group can also serve to gather invaluable real-time data from the customer base. Often times, this data will reveal market trends, price points, product issues, reasons for returns, and new product ideas. Brian W. Babcock – Professional Profile

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Marketing

MDF / Channel Programs

In the computer hardware business, marketing and rebate programs were the primary devices for driving the business.

In the Retail space, MDF was used to fund Point-of-Purchase items such as shelve talkers and endcap promotions. IN addition, these funds provided for a steady advertising presence in National Retailers’ weekly Sunday Newspaper circulars. At Toshiba, these programs help us maintain and grow a dominant #1 market share for Notebook computers in the Retail space.

Distribution programs typically consist of percentage rebates. The distributor is provided with tiered sales targets, which provide higher returns for attaining sales goals. Distributors also offer customized marketing campaigns that will target your customer group and assist in growing brand awareness as well as marketshare. National Reseller programs are similar to Distribution, but contain a stronger direct advertising component. The advertising and marketing vehicles are more traditional. Distributors may rely more on outbound phone calls for a direct approach to sales and marketing.

Push vs. Pull

The programs outlined in the previous section are designed to both push inventory into the channel, and create some level of demand within the consumer and retail outlets serviced by distribution. However, a successful program is also dependent upon a more nationally based marketing campaign aimed at pure demand creation. The demand must be present to pull the product through the sales channel. This may seem like an obvious statement, but companies make the mistake of misappropriating marketing dollars towards events and programs that really do not raise the awareness or increase demand. Operations

Forecasting / Supply-Chain

The first major project implemented at U.S. Robotics was to change the forecasting system and link it directly with Supply Chain Management team.

When I arrived at U.S. Robotics, the forecasting system was based on a “Tops-Down” forecasting system in which the numbers were primarily based on past history. These numbers were largely out of sync with what Supply Chain procured and the result was a significant inventory issue. The system was changed to roll up the numbers directly from the field for a “Bottoms-Up” system. The result improved not only the overall forecast accuracy, but dramatically improved the forecast and procurement process as it related to product mix.

The infrastructure for a system such as this is critical to its success. Accurate forecasting is a struggle for most companies, but a well-designed and efficient process can provide very accurate forecasting. Distribution / Vendor Communication

During my time at Toshiba, the standard vendor/reseller communication format was EDI (Electronic Data Interchange). Toshiba was fully EDI compliant, and it was an ongoing project at U.S. Robotics. Whether it be EDI, web-based, XML, or another system, these types of operational efficiencies greatly contribute to the profitability of the company.

Brian W. Babcock – Professional Profile

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Professional Resume

PROFILE

A Senior Manager and Sales Professional with over 29 years of proven experience within the computer industry. Over eighteen years have been in a managerial capacity. Recognized as a strong leader with highly creative and motivational skills, and the ability to build a support team and sales staff with outstanding individual results. PROFESSIONAL EXPERIENCE

PROFESSIONAL CONSULTING ENGAGEMENTS 2009 to Present Gamma Partners, Riverwoods IL

Gamma Partners, LLC is a professional services firm specializing in the alignment of business operations and technology with business strategy to maximize profitability, market share, and growth.

Directed projects with Gamma focused on selling services such as IT Services, Near shore call center opportunities, and Web and Web Content marketing initiatives.

Introduced key new clients to Gamma through leveraging industry contacts and articulating the value proposition.

Gamma client projects included Web Design & Content for Midas International its 1600 franchisees. Other projects included Discover, Softek (A leading outsourcing call-center company), The Village of Highwood, Northern Trust Bank, FTD, Anixter, and Brunswick.

Financial Publishing Services, Northfield, IL

FPS specializes in B2B Financial Services Marketing. Veteran financial writers interview client in-house experts and develop informative, customized content that engages the clients’ business customers and prospects, generates high readership and drives traffic to FPS client Web sites.

Contracted with FPS to help expand their client base though industry relationships and direct efforts.

Drove a project to restructure the sales force within FPS New Services Division. Converted the selling methodology to an Outbound Calling model utilizing industry best practices for Inside Sales.

Streamlined the FPS Electronic Communication strategy to its client base in the Finance sector. Key Finance clients include JP Morgan Chase, Bank of America, Northern Trust, Key Bank, and Wachovia. Golf Galaxy, Skokie, IL 2010-2012

Golf Galaxy is one of the premiere golf retailers with a “best in industry” products line. Golf Galaxy is a qualified carrier of all quality brands and has the industry knowledge and support to move products and provide their customers with high standards of service and products.

Golf Manager

Assisted in selling, merchandising and the closing of high end clothing and golf equipment. TICKET RESERVE, Chicago, IL 2005 – 2009

Vice President, Client Relations

Served to establish and build partnerships with officials in both the National Basketball Association as well as the National Hockey League. In addition, lead the Inside Sales Team.

Responsible for Inside Sales Team of 6 – Demand Generation and Client Relations.

Manage both league and team relationships in the NBA and the NHL.

Key contracts signed contributed to 18% increase in ticket trading revenue. Brian W. Babcock – Professional Profile

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MTC PERFORMANCE, INC., Schaumburg, IL 2004 – 2005

Sr. Vice President, Sales

Lead the sales and business development effort for MTC Performance, Inc., the industry forerunner in Incentive Marketing and Channel Program Software Management. Duties include overseeing all Sales activities and client relations, as well providing strategy and direction for the Professional and Client Services groups within MTC.

Grown monthly sales revenue by 24%.

Key customers include CDW, Boise Cascade, Insight, 3M, InFocus, and Intel.

Responsible for signing MTC’s largest customer, Boise Cascade, for an estimated $27 Million in annual funding. U.S. ROBOTICS CORPORATION, Schaumburg, IL 2001-2004 Vice President, Americas Sales

Lead the Sales effort for the United States, Canada, and Latin America with a staff of over 60 sales and sales management professionals. Full ownership of P&L responsibility as well as a $15M annual marketing budget. Sales channels include Distribution, Direct Mail, Resellers, Retail, Corporate, and Telecommunications.

Increased market share in Distribution from 65% to 81%. Increased Retail market share from 32% to 46%.

Successfully introduced several new products in the U.S., Canada, and Latin America including Networking, Consumer Audio, and Broadband Router technology.

Increased quarterly revenues from $45 million to $70 million. GATEWAY, INC.,

GATEWAY BUSINESS DIVISION, Lake Forest, CA 1999-2001 Director, Channel Sales

Responsible for leading the Gateway Channel Sales organization. (Known as “Partners”.) Inclusive of Field sales as well as Inside Sales and Support. Primary objectives include redefining Partners strategy, establishing a senior-level field sales organization, and bringing on large national accounts. Also responsible for managing the P&L budget for Gateway Partners.

Cultivated and established first relationships with National Channel accounts. Primary National accounts include Insight, Comark/PC Wholesale, Sarcom, and Pomeroy.

Instrumental in redefining the Partners program starting with the overall strategy and working through key channel program components such as warranty policies, price protection, MDF programs, and drafting the National Account contract inclusive of these elements.

Increased annual revenue from $270 million to over $410 million within 18 months. TOSHIBA AMERICA INFORMATION SYSTEMS,

COMPUTER SYSTEMS DIVISION, Irvine, CA 1992-1999

Director, Consumer Sales

Full responsibility for Retail and Mail Order Channels with combined annual revenue of over $1.2 billion. Responsible for P&L of both channels as well as a $46 million MDF budget. Directed and managed 10 Channel Sales Managers.

Major accounts include: Retail - CompUSA, Best Buy, Circuit City, Office Max, and Office Depot. Mail Order - CDW, Comark, Insight, PC Connection, Microwarehouse, Manchester Equipment, and Multiple Zones.

Instrumental in the successful launch of Toshiba's lnfinia desktop entry into the marketplace.

Increased annual revenue from $730 million to over $1.2 billion within 24 months. Brian W. Babcock – Professional Profile

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Director, Mail Order Sales

Promoted to this position to establish and manage a mail order sales channel. Directed all aspects of selling product into the channel through various Sales-In programs, and ensuring the Sales-Out through unique channel programs, which included demand creation tools, product rebates, and various sell-through techniques. Managed four Channel Sales Managers.

Responsible for P&L and an MDF budget of $31 million.

Major accounts included CDW, Comark, Arlington, Insight, PC Connection, Microwarehouse, and Manchester Equipment Company.

Played lead role in establishing the Encore Program, which was the first industry-wide program to merchandise used computers.

Increased annual revenue from $235 million to $493 million within 12 months. Reseller Sales Manager - Northern Region

Overall responsibility for resellers in 22-state region, which stretched from Minnesota east to Maine, south to Delaware, and west through Ohio. Managed 11 Sales Representatives.

Responsible for $720 million annual revenue (41% of total corporate revenue), and the MDF budget which exceeded $23 million.

TOSHIBA AMERICA INFORMATION SYSTEMS (Continued)

COMPUTER SYSTEMS DIVISION, Irvine, CA 1992-1999

Senior Channel Sales Manager – Retail

Assisted in the start-up of Toshiba's Retail Channel. Worked closely with internal administration to develop and define terms and conditions for this new channel. Helped launch derivative retail notebook SKUS.

Key player in establishing solid business relationships with Best Buy, Circuit City, Office Max, and Office Depot. Senior Channel Sales Manager

Directed and managed all aspects of sales for Entex/JWP, including Sales-in and Sales-Out programs, monitoring Marketing Development Funds (MDF), and providing logistical and technical sales support for all products and services. Annual revenue was $50 million.

SPINNAKER SOFTWARE CORPORATION, Cambridge, MA 1990-1992

(A leading publisher of productivity software for home offices and small businesses, as well as customer information management software for corporations/professional developers.) Eastern Regional Manager

Managed all facets of Spinnaker's OEM business. Prospected and secured OEM bundling relationships. Developed and negotiated all contracts; created and implemented all sales and marketing programs.

Key Accounts Sold: NEC Technologies, Inc., Zenith Data Systems, Laser Computer, Inc., Verbatim Corporation, and Fuji Photo.

Brian W. Babcock – Professional Profile

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EPSON AMERICA, INC., Torrance, CA 1983-1990

(Leading $1 billion manufacturer of personal computers, printers and printing products, featuring the world's #1 selling line of dot matrix printers.)

National Account Headquarters Manager, Boston, MA

Managed sales and marketing programs for two of Epson's key partners, JWP Information Systems, Inc. ($27 million annual volume) and lnacomp Computer Centers ($38 million). Functioned as key liaison to corporate headquarters staff on all aspects of product sales and marketing. Developed purchasing recommendations; coordinated advertising and in-store promotion programs; created sales incentive programs; and identified/resolved service-related issues.

Member of 100% Club for consistently exceeding revenue objectives. Reseller Sales Representative, Boston, MA

Aggressively sold Epson products through independent retailer network in the New England territory. Consistently exceeded revenue objectives.

Reseller Sales Representative, Chicago, IL

Joined Epson sales force in Chicago territory. Promoted to $10.5 million Northern Indiana territory within 13 months.

Expanded reseller network and achieved revenue goals. EDUCATION

Bachelor of Arts Degree, Communication & Marketing, Western Michigan University, Kalamazoo, Ml – 1982

Previous studies at Hillsdale College, Hillsdale, Ml (1979- 1980)

Completed all degree requirements in 3-1/2 years.

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