Sales Manager
Resume:
Stafford W. Lindsay
*****************@*****.***
The purpose of this cover letter is to give an overview as it relates to my enclosed resume. The information in this cover letter is a sample of key elements that are a part of my total management philosophy.
My background has evolved from Sales Management to Executive Vice President to General Manager to President of graphic publishing distribution wellness and software companies. My strengths are my people skills sales training and implementation facility management strategic planning marketing budget management negotiating strategic alliances and finance.
I spent three years as a guest professor of sales and marketing at Cal Poly San Luis Obispo. I have trained well over 300 sales professionals in my career. Couple my sales experience with my grasp of how a management team works together I believe I bring a wide assortment of ingredients to an organization. As Chief Operating Officer my experience as a Deming facilitator process controls and continual improvement processes will benefit your organization by reducing costs and increasing productivity.
Prior to working with Polestar Pilates I have spent the last ten years as President of my own consulting company. I ve worked with various organizations. I ve assisted a cabinet manufacturing company printing companies restaurants cosmetic company software developers and various small businesses.
Business is not as usual and organizations must be able to react quicker than yesterday s standard business model for success. Cash flow is the life-blood of an organization. Budgets must be scrutinized more than ever before and each department must be accountable for the actions of their planning. It s more than a people solution. Tasks and results must be measured to determine that processes remain in control. If marketing sales manufacturing finance or any other discipline has not met goal forcing them to re-evaluate their plan and re-visit their goals is imperative. Make changes quarterly or monthly if necessary.
I spent three years as a Deming facilitator. My knowledge of managing processes has been a key element for succeeding in very competitive industries. Managing and meeting expectations are the main ingredients for controlling the success of an organization. To meet these expectations the old manage from the top mantra no longer is part of today s forward thinking companies. I work with smart teammates that I respect. These people are part of the planning process for the organization. There is no room in any organization for blame. If you want someone to be responsible for meeting a goal then that individual should be part of developing that goal. The employees of your company should be the focal point of your plans because they are the ones that are implementing your plans! Set up key items to measure to determine if you are in control of your processes. If you are not then develop solutions whether its training equipment more employees or better cost controls solve the situation don t blame the situation on an employee.
In the midst of this pro-active control of costs it is equally important that the executive team drives fear out of the organization. This is a difficult balancing act because most employees have fear of change and the ability to change quickly during this challenging time is the means for survival. Fear controls open communication stifles creative ideas and sets negative judgment as the pulse that resonates through an organization. That judgment impacts employees vendors prospects and clients. Communicating the reason for changes and discussing the overall plan and getting input from key team members before implementing the new processes will ease tension and will help get buy-in from the employees. It s the team not only the individual that will make your successes.
Let the market drive the company!! Use focus groups improve on competitors products spend money and time on research and development processes to do things right the first time. The great hockey player Wayne Gretsky was asked why he was so successful? His answer I always skated to where the puck was going to be? Smart organizations create a niche through good planning and are skating away from their competitors before they have time to react.
My goal is to support a positive work environment that drives fear out of the workplace and contribute to the development of short and long-term plans that will sustain growth and future successes.
Respectfully
Stafford W. Lindsay
A brief Professional History
for
Stafford W. Lindsay
1715 Columbine Ave.
Boulder Colorado 80302
***************@*******.***
Objective
To be a key member of an Executive Steering Group that envisions its growth through the success of its people. Employees follow strong leadership. As part of the executive team it is my responsibility to help direct our organization by listening learning and implementing ideas. This will be accomplished through well conceived planning input from key strategic members a profitable bottom line statistical process controls measuring processes and most of all meeting the goals of our budget.
Summary of Qualifications
People Skills; Leadership; Corporate Re-Focus; Educator and Facilitator; Strategic Planning; Profit and Growth Driven; Statistical Process Controls
I pride myself as an individual with diverse talents. I m self-disciplined with excellent oral and written skills. I am an excellent recruiter and motivator with the ability to influence our team to expand beyond accepted performance levels. I focus on assessing requirements determining priorities analyzing course of action and making adjustments for peak efficiency and profitability. I have highly developed analytical and strategic planning processes especially in the areas of projecting trends detecting subtle changes in the market and developing comprehensive responses to those trends. It is imperative that we control our organization s future by measuring key factors and creating a continual improvement program that is implemented by the entire organization.
Professional Background
(2001 Present)
President Stafford Lindsay and Associates
• November 2008 to Present; consulting with five organizations. We are focusing on mergers marketing sales training strategic process controls (spc) and management training.
• February 2007 to November 2008 acting COO for Polestar Pilates Miami Florida
o Headed the strategic alliance with Steadman Hawkins (SH) Orthopedic Group
o Re-negotiated SH alliance contract increasing shares to Polestar from 35% to 65%
o Negotiated all contracts including building lease equipment lease employee agreement
o Wrote Business Plan for a bank loan for Polestar Licensee resulting in a loan for the facility.
o Recruited key players for the new Polestar Center
o Created a SOP (Standard Operation Procedure) program for the organization
o Directed Education Division for national and international education programs and conferences
• January 2006 to February 2007 consulting for Rockledge Software Boulder Colorado
o Launched new presentation software to the newspaper industry
o Developed PR program and marketing campaign for Sales Point Software at NEXPO; April 2006 in Chicago
o Recruited three sales people a sales support person and a software developer
o Refined the operational system to track finances
o Created a matrix to monitor costs vs. expenses
• June 2005 to December 2005 consulted for Image Craft of Phoenix
o Opened regional sales office
o Recruiting three sales people
o Increased earning potential for Image Craft by $2 500 000
o Increased total company revenues by 31%
o Located and negotiated lease for regional office
o Created marketing plan for the regional office
o Interviewed and negotiated terms with vendors and strategic alliances
o Assisted in hiring support team for the new office
(2004 2005)
Acting Chief Operating Officer Qube Visual
• Managed operations for an Environmental Signage organization. Our target clients were retail restaurants event centers vehicles and building industry.
• Streamlined all departments of the organization creating an effective workflow that decreased the number errors by 25%.
• Managed the sales team and increased their number of calls on prospects and clients by 35%.
• Created a cross-training program that allowed the company to reduce staff by four people.
• Was responsible for a pre-flight program in the digital department. This program reviewed all in- coming files and would detect any problems before the project would be put in the work-flow system. This enabled us to identify problems immediately and work with the client and save days by stopping the process before any time was wasted.
• Developed a new margin based commission program that increased the sales margin from 8.2% to 10.4%.
• Headed up the team that created our website. All done in-house with no cost to the organization.
2001 2004)
President Stafford Lindsay and Associates
• Consulted for the downsizing of a $3 Billion dollar printing and publishing organization resulting in a positive cash flow in 2002 from a six-figure loss the previous three years.
• Re-positioned a regional skin care company taking them national. The high end product was marketed strictly to regional skin care professionals. We created a strategic alliance with a national skin care distributor. This distributor has increased our market share by 600%. We also entered two brand new markets. The first is Whole Foods who is test marketing the products in New York and New England the second is a well known high end department store that we have created an exclusive private label for their national chain. I have also worked with their production team to increase manufacturing capabilities by over 300%. We established measurable processes that enable us to have an inventory control system based on lust in time inventories.
• Joined Qube Visual as Chief Operating Officer
(1999 2001)
General Manager Media Marketing Inc.
• Managed the operations of a software developer. The product works with the media industry s salespeople. The product creates professional presentations using statistical research for positioning the use of one media rather than another for media buying.
• Expanded the market to the United Kingdom resulting in $200 000 increased sales for the last quarter of 2000.
• Created a National Regional Sales Management Team increasing our in person calls by 500%.
• Launched a new product with a very successful trade show with media coverage and key industry panel participation. Because of the trade show our new product was purchased by two of the top five newspapers in the United States (Chicago Tribune and New York Times). An increase of over $1 000 000 worth of business.
• Developed a plan for cross training throughout the organization resulting in no new hires with a 60% increase in sales. Implemented a process for controlling the cash flow for the cyclical sales of the industry.
• Left the company to start my own business.
(1997 1999)
General Manager Litho Development and Research
• Managed one of the seven separately operated graphic supplier and system integrating companies reporting to our corporate facility in Portland Oregon.
• Re-Staffed facility replacing key members of the team.
• Fiscal 1996-97 the facility suffered a $355 000 loss; 1997-98 profits were $85 000.
• Created three new strategic alliances increasing sales by 32%.
• Elected to the Printing Industry of America Mountain States Board of Directors 1998.
• Left the company to join Media Marketing.
(1994 1997)
Partner Unity Motion
• Unity Motion was the first company to introduce High Definition Television to North America. My responsibilities covered managing sales marketing advertising and contract negotiations.
• Negotiated advertising contracts with Brown Foreman Seagram and Bacardi.
• Created a dealer network with National Sports Bar chains with American Restaurant Group.
• Introduced a sales network to National Sports Bar chains enabling them to sell 150 inch HDTV s in their facilities. Developed a demographic based marketing plan to support a sales incentive program to accomplish our goal.
• Sold the company to Mitsubishi
(1988 1994)
Executive Vice President Griffin Publishing and Printing Company
• Implemented an expansion program for a California based publishing and printing company. The company owned two manufacturing facilities both in California one in Los Angeles the second in Sacramento.
• Redirected the corporate philosophy from manufacturing driven to market driven.
• Increased revenue from $9.5 million to $19 million in the last three years with the company.
• Created new regional offices in San Francisco San Jose San Diego Portland and Phoenix.
• Facilitated Demming Management Philosophy increasing manufacturing output by 22%.
• Responsible for the negotiation of a Denver competitive facility to be purchased for
$25 million in Colorado our company sold before the transaction could be finalized.
• The company was sold in 1994 and I became a partner with Unity Motion
(1982 1988)
VP Sales an Marketing Creative Web Systems
• Changed commission program and increased profits by 8% while increasing sales commissions by 11%.
• Replaced 60% of the sales team in one year and increased sales revenues by 35%.
• Created a training program that trained CSR s to become Sales Representatives.
• Created a strategic alliance with Cal Poly San Luis Obispo s Printing School. I became an active guess professor which resulting in hiring top graduates before they graduated.
• Recruited Sales Executives from competitors increasing revenue by 26%.
• The company was sold in 1988 became Executive VP with Griffin Publishing and Printing.
Education: Graduate University of Rhode Island BA Psychology
Excellent references available upon request
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