Sales Manager

John Palma...

**** ******* *** • Hudson, OH ***** • Home: 330-***-**** • Cell: 330-***-**** • **********@***.***

Sales leader, manager and business development executive successful at building and leading world-class teams who deliver revenue, market share and profit in competitive markets. Combines strategic vision, high impact tactics and company assets with customer requirements to provide sustainable product and service solutions. Develops effective product-based sales, marketing and promotional programs that create market leadership. Establishes policies, procedures and processes for maximizing sales efficiency and focus, resulting in high-yield customer penetration. Exceptional negotiation and closing ability. Persuasive communicator with reflective listening and consultative approach. Builds internal and customer relationships based on trust and respect.

Competitive • Focused • Relentless • Empathetic

Skills That Deliver Bottom Line Results

Direct and Indirect Sales Channel Management

Budgeting and Profit and Loss

Product Management

Customer Events

Sales Team Coaching and Mentoring

New Business Development

Competitive Analysis

Pricing and Negotiation

Sales Strategy

Marketing Management

Client Relationship Building

A Career of Achieving Revenue and Consistent Market Growth

Pacer Transportation Solutions, Dublin, OH 2009 – 2010

Global transportation provider specializing in intermodal transportation, truckload brokerage, warehousing and NVOCC ocean freight services.

VICE PRESIDENT, SALES

Scope: Senior Management, Sales Operations | Reports: three VPs/24 staff | Sales: $400M | Budget: $4.5M

Recruited to transform sales organization from a wholesale to retail business model for this financially distressed company. Defined new organizational structure and sales strategies, architected retail channel go-to-market strategy, and created 2011 business plan that included new North American organizational structure, key objectives, performance measurement metrics, and compensation and incentive plans.

Doubled Sales Growth: Created and delivered go-to-market strategic plan designed to double segment sales in three years – from $400M to $800M.

Drove Down Costs: Eliminated $500K in operating costs by streamlining the US sales organization and consolidating from four to three operating divisions. Generated additional 10% SG&A cost reduction in field resources.

Developed High-Performance Teams: Recruited and developed new VP team, while setting new standards for recruiting talent at the regional territory sales level.

FedEx Custom Critical (formerly Roberts Express), Uniontown, OH 1991 – 2009

Global operating division of FedEx Corporation specializing in precise, time-critical delivery of heavyweight freight and special commodities; provides full-spectrum logistics services, including White Glove, Air Charter, Truckload Brokerage and Need-to-Solution, Transportation Consultative design and implementation strategies.

VICE PRESIDENT, SALES, 1995 – 2009

Scope: Officer level, directed entire Sales organization | Reports: four Directors/98 staff | Sales: $400M | Budget: $14M

Promoted to develop new sales and marketing strategies supporting US and international sales growth objectives. Restructured international sales operations and incentives plans, oversaw all sales channels (national and government accounts, inside sales, truckload brokerage) and field operations, defined sales and marketing strategies, collaborated with FedEx to create new branded products, developed emerging markets, and integrated sales operations following Roberts Express acquisition.

Delivered Market Advantage: Facilitated competitive market advantage by growing and improving the field sales organization (enabled greater visibility and penetration within targeted markets); capitalized on FedEx brand value to develop three new collaborative product launches per year (accounted for nearly 20% of total annual revenue growth over the past 10 years).

Drove Enterprise Revenues: Generated >10% CAGR, while maintaining 15% operating margins for the past 10 consecutive years; revamped troubled national account and government sales programs – currently accounting for 34% of company revenue with operating margins exceeding 10%.

Cut Costs and Employee Turnover: Improved sales productivity 15%, while simultaneously reducing commissions 12% by introducing a new bonus and incentives program; dramatically cut turnover from 20% down to 5% and produced Gallup Survey Engagement Scores that are among the highest in the industry.

Built New Products and Services: Created and launched FedEx Truckload Brokerage service projected to produce $80 million in 2011; developed enterprise-wide sales strategy for FedEx Expedited Freight Services introduction that now generates 12-15% of annual corporate sales growth.

DIRECTOR OF RECRUITING AND CONTRACTOR RELATIONS, 1994 – 1995

Promoted into corporate position to spearhead owner/operator fleet recruitment. Directed recruitment and development operations and managed state and DOT compliance.

Drove Growth Up, Driver Turnover Down: Expanded fleet by 40% – from 1435 to 2010 trucks – while delivering the lowest driver turnover rate in company history.

MANAGER, EASTERN DIVISION SALES, 1991 – 1994

Managed sales operations throughout 19 Eastern Seaboard and Gulf State territories.

Drove Enterprise Revenues: Produced nearly 30% of company revenues, while generating 12%+ CAGR three straight years.

World Courier Metro Services, New York, NY 1985 – 1990

Startup subsidiary of $50M international air courier

GENERAL MANAGER

Spearheaded Startup Operations: Recruited by World Courier President to establish and build subsidiary ground operations organization; grew the company from startup to $5M and delivered five consecutive years of revenue growth and positive returns (1985 – 1990).

Choice Courier Systems, New York, NY 1983 – 1985

The second largest local courier and light trucking company in New York City.

MANAGER, NEW YORK DIVISION

Generated Double-digit Revenue Growth: Grew Choice Courier revenue 18%, while raising after-tax earnings more than 40%.

Professional Development

Strategic Market Planning – Loyola University, Chicago, IL

Developing a Strategic Plan – H. Wayne Huizenga School Of Business and Entrepreneurship, Davie, FL

Crisis Communications/Mastering the Media – Spaeth Communications, Washington, DC

Strategic Product Development – Decision Processes International, Westport, CT

Competitive Strategies – Weatherhead School of Management, Case Western Reserve University Cleveland, OH

Finance for Non Financial Managers – Katz Graduate School of Business, University of Pittsburgh

E-Strategy Process – Decision Processes International

Strategic Thinking – Decision Processes International

MAP for Action – Feeney Associates, Wellington, FL

Negotiation Skills – Huthwaite International/Xerox Corporation, Rochester, NY

Professional Selling Skills (PSS) Xerox Corporation, Leesburg, VA

Professional Memberships

Advisory Board (2006 – 2009), Fisher Institute for Professional Selling, University of Akron

National Small Shippers Traffic Conference (NASSTRAC)

Nation Industrial Transportation League (NITLeague)

National Defense Transportation Association (NDTA)

Sales and Marketing Executives International (SMEI Akron

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