Marketing, sales and operations management
Resume:
JOSEPH DANIEL
** * **** ******, *** Fl, New York, NY 10003
**************@*****.***
MARKETING, SALES AND OPERATIONS MANAGEMENT
Strategic Planning / Targeted Initiatives /
Client Relations / Brand & Product
Development / Multi-Sites / International /
B2B / B2C / Startups / CRM Account
Management / Market Analysis / Growth
Strategies / SEO / SEM / Extensive
Email and Internet Marketing
As a skilled marketing, sales and operations
professional, I have developed strategic selling
campaigns, for industries as diverse as high-
end consumer goods and sophisticated financial
instruments. Combining creativity with a
strong leadership presence, I am recognized
for consistently exceeding sales and revenue
goals. Known as a resourceful and visionary
mentor and motivator, I make things happen
quickly and guide my teams to achieve to their
highest potential. My experience includes
managing budgets to $50 million and staff to
1200.
EDUCATIONAL BACKGROUND
YALE UNIVERSITY—New Haven, CT,
Master of Business Administration (MBA), 1992
Highest grade possible in all coursework
HARVARD UNIVERSITY—Cambridge, MA,
Master of Liberal Arts (ALM) in History, 1991
Highest grade possible in all coursework
GEORGIA INSTITUTE OF TECHNOLOGY—Atlanta, GA,
Bachelor of Science in Industrial Engineering, 1987
Dean’s List; Omicron Delta Kappa, ANAK (highest
honor on campus)
PROFESSIONAL EXPERIENCE
S.I. FINE ARTS, LLC — New York, NY; Barcelona, Spain
1998 to Present
Managing Director
Spearhead comprehensive daily operations, marketing
efforts, and relationship management with artists,
agents, and clients. Evaluate talent assets’
products and coordinate all facets of presentations
to clients including museums and corporations.
Create pricing algorithms; test new artists at
various pricing levels within the market. Coordinate
weekly sales meetings to focus on specific artists
and paintings. Trained 12 sales representatives in
key marketing techniques for wholesale clients.
Increased earnings with multi-channel marketing program.
Company experienced decreasing gallery sales.
Recognized underfunding of marketing programs
as root cause. Doubled budgets from prior years.
Targeted galleries, using joint promotions and
multi-media channels, increasing annual earnings 68%.
Conducted major e-commerce components which included
coordinating paid search advertising, search-
engine-optimization techniques, and large opt-in
emailings, as well as developing four key websites:
1) a password-protected site for art vendors and bulk
sale of art prints,
2) a password-protected direct-purchase wholesale
website for our fine art gallery clients,
3) a more static (non-password and without prices)
catalog of available fine art with automatic retail
referrals to galleries by zip code, and
4) a spot art purchase catalog website for children’s
illustration.
Implemented innovative campaign to highlight talent
assets. Sales of European artists’ products suffered
from low publicity. Recognized opportunity to place
introductory stories in trade media. Positioned 37
articles or “marketing whirlwinds,” introducing
emerging talent to galleries and buyers. New art
sales grew 67%.
Tripled sales of imported high-end products. Company
looked to penetrate high-value art market in New York.
Identified need to communicate artisan talents and
skills to target population. Shuffled New York staff,
increasing number of multi-lingual sales agents.
Improved sell capabilities and increased revenues by
200%.
DRESDNER KLEINWORT BENSON, LLC — New York, NY
1993 to 1997
Chief of Staff / Chief Lieutenant to North American CEO
Served as key liaison between CEO and 1,200 employees.
Supported executive in integrating commercial and
investment banking activities; coordinated information
flow across 6 branch offices. Facilitated weekly senior
management meetings.
Streamlined marketing and sales by minimizing cross-
cultural problems. The firm was challenged by significant
cross-culture differences, leading to conflicting sales
operations processes. Led cross-functional team,
designing and implementing cross-cultural sales
and marketing strategies, blending inputs from
regional leadership. New marketing program received
company-wide buy-in, enabling much smoother
cross-cultural teams working together.
Grew sales dramatically. Newly acquired offices
lacked direct interaction and often worked at
cross purposes. Established consistent sales policy
and empowered sales staff to market new products and
to suggest ways of better cooperating. Increased sales
47% to seasoned decision makers and institutional
investors.
DONALDSON, LUFKIN & JENRETTE, INC. — New York, NY
1992 to 1993
Research Associate
Analyzed equities of 25 entertainment-related companies
and delivered buy, sell, or hold recommendations;
generated equity research reports. Created macro-
and micro-economic models. Advised corporate finance
team on potential revenue sources from companies
covered. Expanded coverage universe from 20 to 25
companies; developed and implemented weekly reports
indicating opening weekend gross ticket sales for
movie companies.
SALOMON BROTHERS, INC. — New York, NY
1987 to 1989
Financial Analyst
Assessed existing and potential mergers; identified
possible restructuring initiatives for clients.
Delivered client-facing presentations in conjunction
with senior bankers. Created “poison pill” modeling
software. Organized M&A training module for all new
financial analysts. Successfully analyzed more than
$50B in completed or contemplated mergers.
INTERESTS & ACTIVITIES
Undergraduate Student Body Vice President
Graduate School Newspaper Editor
Big Brother program
Avid runner
Hobby of carpentry / renovation
~ Excellent references available upon request ~
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