Sales Manager
Resume:
CHARLES TURNBULL
**** **** **** ****** **, Mesa AZ 85215
aczdm0@r.postjobfree.com
SUMMARY
Driven professional accomplished in sales, marketing, finance, distribution and production management in the consumer products industry. Led DSD sales organizations, broker networks, food distributors, and account managers calling on all levels and channels of the retail trade, with Fortune 500 giants Pepsi-Cola, Keebler Cookie Company, and Kellogg's. Built a franchise business from scratch and turned it into a profitable operation. A turnaround specialist having analyzed tough problems and built a team consensus approach to coming up with strategic ways to resolve issues and implement change. Managed a food plant and multiple warehouse distribution centers enabling me to develop cross-functional approaches that effectively work across all disciplines. SKILLS & EXPERTISE
Strategic Planning and Forecasting
Field Marketing Management
Project Management
Turnaround Specialist
Strong Negotiation Skills
P & L and Budgeting
Train the Trainer Manager
Human Resource Management
Account Management
PROFESSIONAL EXPERIENCE
International Service Inc
Senior Business Consultant, Chicago, IL
July 2016 - Current
Turned around small to mid-size companies. Analyzed issues/opportunities and developed action plans to improve cash flow, operational inefficiencies, poor management practices, and created marketing plans to drive growth. The key to turning around businesses was implementing the changes and getting buy in from all the key players and coaching them on how to embrace the changes and make it work. TMX Finance General Manager,Phoenix, AZ Dec 2014 - Jun 2016 Identified as a future District Manager/Regional Manager candidate and hired as a General Manager to learn the operation from the bottom up. Within 5 months, turned around an underperforming, marginally profitable store, through creative marketing programs and aggressive sales techniques. Develop sales tools and programs to analyze the business and drive sales results for the District that have served as a model for the entire Region. All Things Cash Flow, Inc.
Partner / Sales Manager, Mesa, AZ
2007 – 2015
Created umbrella company to build sales team to sell 1099 commission products. Sales Manager for Med Loan Finance.com, a medical loan processing company and developed sales tools and training program to develop a field sales team. Region Manager for NCSPlus, a fixed fee collection company, selling B2B in a newly created southwest division. Developed new sales material and a new rep training program that were rolled out nationally. Developed and taught a national sales manager training course that improved sales manager retention from 10% to 30%. Martinizing Dry Cleanin
Owner / Operator, Mesa, AZ
dec 2003 - April 2011
Purchased franchise rights for business and developed conceptual design and construction of plant and built it to a multi-unit operation. Developed a strategic business plan for a startup franchise operation, negotiated SBA financing, and trained all personnel, responsible for all facets of daily operation, marketing, customer service, meeting EPA regulations, and accounting. Coordinated with parent company pricing and an advertising campaign to grow the base business. Grew business from nothing to a profitable business franchise, which I eventually sold. Kellogg's
Director Supply Chain & Business Development, Battle Creek, MI Sep 2001 - April 2003
In charge of an operations team to integrate a $425 million warehouse club business for both Keebler and Kellogg's including operating systems, distribution, personnel and policies. Communicated with customers the changes and any potential efficiency to be gained. Utilized SAP to evaluate distribution of inventory to maintain 100% distribution with the Club Stores and communicated with the operations channel to provide timely accurate forecasts. Exceeded acquisition target of saving a million dollars through the consolidation of the two departments. During the transition period, responsible for introducing new products for the Keebler line and rolled out five new products, with four becoming permanent skus in the club channel, accounting for $27 million in sales. Keebler Cookie Company
Director Club Sales, Elmhurst, IL
Feb 1998 - Sep 2001
Promoted from an acquired company to take over an underperforming $200 million business unit. Revamped sales team, set aggressive goals, analyzed product profitability and changed product mix. Led a cross functional team of marketing, legal, purchasing, and manufacturing to reduce the number of skus from 1150 to 800 for a $45 million dollar newly acquired company and redesign packaging to meet legal standards and reduce ingredient costs, while keeping write-offs to a minimum. Reduced manufacturing costs by 12% and seamlessly reassigned sales without any significant losses. President Baking-Plantation Division
General Manager, Lake Bluff, IL
April 1993 - Jan 1998
Turned around a newly acquired, family owned and operated $40 million in sales, brownie bakery operation. Within a year, replaced and upgraded nearly all of the production and sales management team. Met all targets set for acquisition, kept below standard costs and grew the business double digits. When the company was purchased by Keebler, I integrated the operation into Keebler's sales departments and distribution system, while maintaining sales. Responsible for maintaining all regulatory and operational aspects of a food plant including P&L, sales, field marketing, distribution and human resources. President Baking-Buckeye Biscuit
General Manager, Cleveland, OH
jan 1992 - march 1993
Brought in to turnaround a poorly preforming, newly acquired $25 million, multi-location, specialty food distribution company, with over a 1000 skus for the grocery channel, employing over 75 sales, staff and union warehouse employees. Within one year went from showing a 7% loss to making an 8% profit and made major structural and organizational changes. Achieved goal of packaging the company for resale to another distributor and drove the purchase price higher than targeted.
Pepsi-Cola
Vice President Retail Operations, Miami, FL
march 1989 - Dec 1991
Brought in to take over as the team leader for a newly acquired, $60 million private bottling and distribution operation. Directly responsible for achieving P&L targets, hiring and training, running the sales operation and for collaborating with neighboring bottlers to ensure consistent presentations to the trade. Made major "cultural" change as new corporate policies and procedures were instituted. Negotiated major structural change to sales force with the Union and encountered no loss time incidents. Broke up major theft ring that had been operating since prior to acquisition and had been stealing truckloads of product every week.
EDUCATION
Southern Methodist University, Dallas, TX
M.B.A. Marketing/Finance
Wabash College,Crawfordsville, IN
B.A. Economics/Business
Accomplishments
Merged Kellogg's and Keebler's Club business units after buyout. Coordinated with IT and developed a common forecasting system utilizing SAP that fed Keebler's and Kellogg's production scheduling system. Developed a new warehouse distribution network with the team of warehouse managers from the two distribution networks. Reduced operating costs more than one million dollars through improvements in operating efficiencies. Changed the focus of an underperforming Keebler Club/Drug sales team to improve profitability and set new team priorities. Strategically aligned accounts on a headquarters/geographic basis, and developed an incentive plan based on profitability and developed profit thresholds for new product intros. Increased profit margin to 26% of net sales and maintained double digit profit growth for the next two years. Developed a strategic plan to turn around a newly acquired, poorly performing Plantation Bakery operation. Turned over and trained the sales force, revamped the broker network, coordinated with corporate marketing to redesign packaging and introduced two new products resulting in positive, profitable sales growth. Achieved $4 million worth of new contracts, opened new business channels and significantly grew the club channel in two years to 22% of total sales channel mix from nothing in a $44 million operation.
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