JAMES R. COLSON

*** ****** ***

Flowood, MS *****

ktnk8a@r.postjobfree.com

601-***-****

$234 MILLION - Largest P & L Achieved

$42 MILLION - Largest Budget Managed

$12 MILLION - Largest Advertising Budget Directed

400 people-Largest Sales Organization Lead

Lead three call centers

VICE PRESIDENT SALES & MARKETING EXECUTIVE

MBA, 20+ year sales, call center management career, business development, marketing, customer service and operations, I have developed and executed the strategies, plans and actions for the business to business, business to consumer and business to government markets that have consistently delivered strong and sustainable revenue and profit growth for companies in the international markets, six years in Canada, and US domestic markets.

PROFESSIONAL EXPERIENCE:

Senior Director of Sales Operations – American HealthTech, Ridgeland, MS (2008-Present) is responsible for supporting sales operations by developing and improving sales processes, systems, policies, and procedures. Responsible for performing revenue forecasting, budgeting and analysis. Responsible for providing trend, market and competitive research and analysis. Create territory/region assignment, structuring incentive plans and setting quotas. Directs the entire business unit with responsibility for resource allocation, including budget and personnel. Directs the inside sales force.

Director of Sales – Southern Region- Alderwoods, SCI & Stewart (2005 – 2008) Sold to Service Corporation International

The Director of Advanced Planning Sales (DOS) reports to the Senior Vice President, Advance Planning and is responsible for executing the Company’s pre-need sales strategy within his or her geography to meet sales production and growth targets. The DOS is a leader and uses his/her expertise and superior interpersonal skills to direct and coach the sales team while encouraging communication and cooperation between sales and operations management. Responsible for achieving $123 million in Pre-need Funeral and Cemetery business. Organization of 400 sales people in seven states and Puerto Rico. (Florida, Georgia, Alabama, Mississippi, Tennessee, Louisiana and Texas

President, Board of Directors- LCOA, Madison, MS (1999-2003)

Responsible for establishing the long range vision of the organization. Oversees day to day operations. Developed and implemented budget and expense reduction initiatives. Contract negotiations with vendors and subcontractors. Responsible for compensation plans. Oversee management personnel activities.

Senior VP of Sales, Marketing & Customer Service - Wireless One, Jackson, MS (1998- 1999) Sold To MCI

(Early-stage venture providing microwave TV, wireless data, DTV, dial Internet, VOIP, web page design/hosting and virtual mall products)

Selected to establish a profit center promoting high-speed data services as part of an aggressive growth initiative. Given full authority for operations, sales/marketing, new business development, product management, telemarketing, staff training and customer care. Managed a $12 million budget and a staff of 150 throughout 29 offices in seven states. Held P&L responsibility.

• Evaluated competitive situation devised business strategy and executed it in tandem with high-impact sales and marketing plans. Established an inbound/outbound telemarketing organization in 60 days to complement other sales programs.

• Surpassed objectives and delivered first-quarter revenues of $13 million, of which 96% was generated via telemarketing operations.

• Recruited top-industry candidates in direct sales, customer care and telemarketing. Designed/led training programs, provided decisive leadership and guided individuals to exceed all performance goals.

• Intervened on a 29-city expansion program of high-speed data locations to ensure that current operations were at record performance and efficiency.

• Halted excessive costs and established measurable performance standards across the entire customer care organization. Closed unprofitable offices, eliminated non-performing managers and realigned key operations from 10 to six. Established a consistent, efficient and customer-focused business culture.

• Launched several new product launch campaigns including a virtual mall and dial-up Internet services. Played a key role in strengthening long-term market positioning.

AT&T 1987 to 1998

Vice President, Sales, Marketing & Customer Service - AT&T Alascom, Anchorage, AK (1996 to 1998)

($234 million subsidiary providing long-distance, private line, local service, Internet, marine mobile, operator and satellite emergency products/services)

Held strategic planning, sales/marketing, budgeting, product management and operating leadership responsibilities for this 190-person sales organization. Defined revenue goals, developed sales/marketing plans, and directed customer management initiatives. Full P&L responsibility for revenue growth and performance; administered a $42 million budget ($13 million accounted for advertising). Achieved $234 million P&L.

• Introduced proactive management techniques to strengthen focus on cost avoidance/elimination and provided strategic guidance to drive long-range business initiatives.

• Delivered $24 million in revenues in 1997 (110% of objective) and $16 million in 1998 (125% of objective). Achieved profitability in three years, surpassing original five-year goal.

• Reorganized the customer service center and introduced quality initiatives that reduced backlog of calls from 1200 to zero. Significantly improved customer satisfaction levels.

• Built a distinguished inbound/outbound telemarketing organization while reducing operating costs 25% through reduction in outsourced service providers.

• Negotiated the sale of unprofitable joint venture agreements with Russia for a $250,000 cost savings and the marine mobile business for a $200,000 cost savings.

• Designed and produced award-winning advertising campaigns to promote Dial-Up Internet Services and local services. Established dial-up Internet service in six months and local service in nine months; captured a 15% market share on local service.

Managing Director, Sales - AT&T International, Toronto/Ontario, Canada (1993 to 1996)

($600 million subsidiary providing international and US domestic voice/data services, video, frame relay and contract carriage products)

Leveraged a US-based model to build and lead a direct sales organization in Canada to increase expansion into international markets. Developed the strategy, business infrastructure, sales/marketing plans, training programs, recruitment/hiring guidelines, and measurement performance systems. Held oversight for a 40-person staff and managed a $10 million budget.

• Performed cost/benefit analysis and recommended recruiting/hiring Canadian personnel in lieu of relocating US personnel to Canada. Enabled the hiring of four Canadians for the same salary dollar as one American; resulted in a 75% cost savings.

• Identified/capitalized on market opportunities with primary focus regions and areas occupied by Canadian Nationals doing business in the United States. Launched start-up operations in Toronto, Vancouver, and Montreal and successfully generated new revenue streams.

• Established a game plan, built cohesive sales teams and led the entire sales cycle. Built sales from $6.3 million in 1993 to $28 million by 1996; exceeded revenue goals (averaging 112-125%) every year, while maintaining $600 million long distance base

• Devised a market-focused compensation plan and designed/led sales training and internal programs. Empowered staff, enhanced capabilities, increased productivity and solidified client relations. Created an efficient and service-driven sales organization.

Managing Director, Central Canada - AT&T International, Toronto, Ontario (1990 to 1993)

Held management authority for the strategic planning and leadership of sales and service initiatives for one of AT&T's most significant revenue-producing business segments (representing 59% of $600 million in revenues). Identified strengths and weaknesses, developed and implemented new strategies and action plans, and closely managed business operations.

• Partnered with US account teams to revitalize northbound sales/service programs to Canada. Evaluated customer perception and designed service-based relationship management programs to restore credibility and strengthen customer retention and loyalty.

• Drove forward innovative customer management initiatives to expand the scope, level and caliber of service. Recruited and hired a sales and technical support staff to further clarify customer expectations and product/service requirements.

District Manager, Major Opportunity Management, AT&T BNS, Atlanta, Georgia-(1987 – 1990) Managed a 39-person sales/technical organization representing a 14-state region. Analyzed customer requirements and followed through with customized programs utilizing both stand-alone and integrated AT&T products/services. Led strategic and tactical planning, administered bidding, led tariff negotiations and orchestrated the entire RFP process. Captured key Fortune 500 customer accounts representing billions of dollars in revenues. Identified emerging, large-dollar opportunities ranging in value from $25 million to $80 million in annual revenues. Managed over 450 RFP's and Tariff 12 projects valued at $3.2+ billion. Served on corporate task force to improve the competitive win rate; authored the "Guide to the RFP Responses." Established strong communications link with all levels of management/staff to facilitate business objectives; led training programs to enhance knowledge of the contract management process.

Board of Directors – Alaska Public Radio Network 1997 & 1998

Military – US Army – Captain

Council of Leaders – AT&T, Top 2% in Sales

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