Sales Manager

BOB HETH

**** ******** ****, ****, ** ***** 281-***-**** *****@*****.***

DIRECTOR of SALES / REGIONAL SALES MANAGER

Channel Development / Incentive Programs / Marketing / P & L / Strategic Planning / Training / B2C / Balanced Scorecards / Budget Control / Consultative Sales / Product Launch / Mentoring / B2B / Regional Organization Design / Sales Support / Executive Coaching / Key Accounts

Accomplished, tenacious, visionary and award winning sales executive with the proven ability to capture market share, drive profit and easily integrate diverse sales organizations. Adept at implementing theory into application and strategic business plans organization wide. Possess a documented history of transforming stagnant sales groups into high performing organizations, eliminating market roadblocks and building ongoing relationships. Creating and implementing strategic sales and marketing programs.

Creating and implementing effective sales and marketing programs

Directing high performance teams to meet ambitious sales goals

Redesigning regional territories to grab additional market share

Integrating divisions and increasing market share

Negotiating and closing large contracts

Successfully launching new products

Spearheading new market initiatives

SELECTED ACCOMPLISHMENTS

Reorganized company by merging international sales organizations. StratACHIEVE client had several international sales organizations and needed a centralized culture and standardized process environment. Groups were hesitant to agree how to accomplish the change. Analyzed existing business format and implemented successful multi-national function reorganization, increasing customer loyalty scores and driving a 20% increase in revenue.

Changed sales results by moving from tactical to strategic management. Client organization of StratACHIEVE had not achieved sales growth for five years. Determined company needed to shift to strategic level management. Implemented senior level balanced scorecard strategy review and planning model. Company growth improved significantly to meet revenue and margin goals for the first time in 5 years.

Secured product endorsement and successfully launched new product. Abbott was launching a new worldwide diagnostic transplant product in a highly competitive, monopolistic sales environment. Recruited and secured buy-in from leading transplant surgeons and attained 170% of goal in the first year.

Developed and managed program to retain key sales professionals. Takeda sales force motivation and results were declining. Determined there was no program that recognized leadership excellence. Negotiated with officers to roll out major Kaizen Award Program which resulted in a 70% reduction in departures and a $14.5M savings to the company’s bottom line.

Merged sales departments and achieved tactical partnering. Takeda had two sales departments with vastly different cultures. Developed all new sales culture, redesigned sales function, improved IT based sales tools, and launched new incentive plans. Energy from the process improved market share by two points, a $300M increase.

Overcame deficiencies associated with “silo” departmental structures. Takeda marketing, sales, HR and IT departments seldom worked well with each other. Developed cross-functional teams and improved communications and established better manager interaction process. Earned "Presidents Award" for leadership excellence.

Created and implemented competency and career development program. Career growth in Takeda sales force was stagnant and promotions infrequently happened. Designed and set in motion a cross training and next-step succession plan which significantly increased average departmental promotions within the organization from 2 to 14 over a 3-year period. Improved key talent retention by 30% and saved $6.5M in turnover costs.

Boosted sales results in underperforming region. Promoted to regional sales manager for Takeda in a region where sales results were trending downwards. Developed strategic business plan, standard review steps and closer alignment of sales, marketing and national account teams and increased sales by $28M year over year. Earned top senior sales award five times in seven years and #1 national sales award in 2009 and 2010.

BOB HETH PAGE 2

PROFESSIONAL SUMMARY

Partner / Board Member, StratACHIEVE LLC. 2009 - Present

Firm helping mid-sized organizations improve workforce productivity and company objectives.

• Manage strategic planning and execution for clients including training recommendations, SaaS systems implementation support, diagnostic assessments with executive debriefs, and strategy review & development.

• Redirected Senior Leadership Team’s tactical plans by initiating SWOT assessment and a review of HR, Sales, Marketing, and Operations leading to achieving growth goals.

• Implemented successful reorganization for oil field services firm by merging US and UK operations and overseeing workforce planning and restructuring and culture development.

• Developed and implemented training programs for sales teams and Non-Financial Managers.

• Supervise 12 direct reports and represent 65% of annual revenues and 80% of net profits.

• Participate in sales process and team development initiatives.

Senior Regional Sales Manager, Takeda Pharmaceuticals 1998 - 2010

Leading global pharmaceutical manufacturing organization.

• Trained and managed and developed a multi-level team of 8 Health Systems Managers and 80 sales representatives across 4-state territory with an annual expense budget of $34M.

• Provided hospital formulary access, strategic plans and maintenance for federal accounts and academic institutions, and product education to academic account faculty and medical residents.

• Handled contract negotiations and coordinated communications with Production Management teams.

• Served on Regional and National Advisory Boards to support successful merger.

• Worked with Sales Directors to merge hospital and government sales teams.

• Designed and launched leadership development and selling programs.

• Supported and implemented product launches.

• Monitored and motivated senior sales force.

Manager, Sales Analysis, Takada Abbott Partnership (TAP) 1997 - 1998

US based pharmaceutical manufacturing organization.

• Oversaw 13 Manager Analysts and Sales Analysts / Coordinators and provided additional support to TAP sales force by developing sales goals, incentives / awards, and corporate-aligned reporting measures.

• Developed and delivered district “Train the Trainer” program and trained Regional and District Managers on use of strategic business analysis tools.

• Managed DM Advisory Panel for sales management input on performance metrics

National Account Manager, Takada Abbott Partnership (TAP) 1994 to 1997

• Managed sales, market analysis, account negotiations, coaching and technical support for a $25M transplant and abused drug diagnostics product line overseeing 23 professionals across all 50 states.

• Primary Account Manager for all U.S. based transplant centers and delivered $140M in sales annually.

• Exceeded first-year launch goal of new diagnostic product achieving 170% of target.

• Developed sales protocol guide, computer tracking reports, and training modules.

ADDITIONAL PROFESSIONAL EXPERIENCE

Hospital Account Manager, Abbott Laboratories

Manager - Financial Analysis, McDonnell Douglas

EDUCATION / TRAINING

MBA, Finance, Lindenwood University, St. Louis, MO

BS, Financial Management, Missouri State University, Springfield, MO

Sales Force Goals and Incentives Planning, Kellogg School of Management, Northwestern University.

Certified Strategy Mapping & Balanced Scorecard, Balanced Scorecard Institute, George Washington University.

Certified Large Account Management Process (LAMP), Miller Heiman

Contact this candidate