Vice President - Sales

BARRY JOHNSON

**** * ** **********, ********** 95819 510-***-**** *********@*****.***

VICE PRESIDENT OF SALES

Key Accounts / B2B / Consulting / Business Development / C-Level Sales / Customer Relations / JV

Budgeting and Forecasting / International/ Growth Strategies / Strategic Planning / P&L / Marketing

I rose through ranks of outside sales and sales management to executive management leading the growth of diverse companies dramatically improving revenues and earnings. My record is one of creating and implementing successful sales and marketing campaigns while developing innovative solutions for customer needs assuring profitability.

Successful in entrepreneurial, turnarounds and mature business environments. I built lasting relationships and profitable strategic alliances in Asia and Europe. Targeting and opening key account opportunities to drive record setting sales year after year has led to consistent recognition and promotion.

• Identifying and seizing market opportunities to enhance profitability

• Maximizing growth and competitive advantage in challenging markets

• Supervising sales operations to transform under-performing companies into industry leaders

• Growing revenues through ingenuity, innovation, drive, and leadership

My unique combination of superior sales, closing, marketing, executive management, and proven financial analysis expertise is supported by an MBA in Finance and Marketing from St. Mary's College in Moraga and a BA Political Science is from California State University (Hayward). I also hold a Contractor's License from the State of California.

SELECTED ACCOMPLISHMENTS

Created new marketing / sales plan to grow revenue. Upon purchase of Yetter Steel Corp. revenues were stagnant at $2M per year. Developed a comprehensive plan which included a website, marketing collateral, and face-to-face meetings with promising prospective clients. Grew revenues to $5M in two years.

Won $15M Key Account. Discovered that the printer division of HP was considering going to a pre-print printing process for their cartons. Partnered Mark with a company that did pre-print and went up to Boise, Idaho to make presentation. Won contract and became that division’s largest packaging supplier with sales of $15M a year.

Slashed supplier/labor costs. Yetter’s material and labor costs were 29% and 25% of revenues respectively. Sourced new suppliers and negotiated better rates with existing suppliers. Implemented lean manufacturing techniques. Cut both supplier and labor costs 6%, saving $200K to the bottom line.

Outsourced operations to cut costs. Created a joint venture with a competitor to move some of Mark Container’s Virginia operations to Mexico to serve HP plant, which had recently relocated there. Preserved $6M of existing business from Richmond, growing it 12% ($720K) while cutting costs 15% and saving $200K..

Saved and grew existing business. Mark’s largest customer was moving to Virginia. To keep business, a new facility needed to be up and running in Richmond in 60 days. Located facility, hired manager and support staff, defined quality standards, and sourced local suppliers. Preserved $4.5M in business, growing it to $6M sales a year within 2 years.

CAREER HISTORY

President, Yetter Steel Corp., (Structural Steel Fabricator) 2005 to 2010. Responsible for managing and directing all of company’s operations. Held full P&L and bottom line responsibility. Also managed corporate finance, banking relationships, and served as ultimate contact for customer relations. Managed $3.5M budget and 32 staff.

Owner, WSI, (Website development consultancy) 2003 to 2004. As a franchise owner, responsible for marketing, sourcing clients, identifying needs. Also consulted with clients concerning other services and acted as a business consultant relative to internet marketing.

President, Mark Container Corp., ($40M corrugated container packaging manufacturer) 1997 to 2002. Directed growth from $9M to $40M. Opened seven facilities in two countries and added 115 employees. Responsible for change management, strategic planning, and implementation of ISO 9000 processes. Held full P&L responsibility.

Vice President Sales and Marketing, Mark Container Corp., 1993 to 1997. Recruited, trained, led, and motivated industry leading sales team. Grew sales force 60% and sales from $3M to $9M in four years. Sales responsibility for company's largest account, Hewlett Packard, representing 38% of company's revenue. Managed $2M budget.

Earlier: Salesman with Mark Container Corporation and opened $15M HP key account.

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