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  1. 1. Thomas E. Jodis 7727 Walnut Street Omaha, Nebraska 68124 E-mail: [email_address] Phone: 402-320-7376
  2. 2. Career Objective <ul><li>Looking for a Senior Management position that utilizes these skills; </li></ul><ul><li>My entrepreneurial skills with creating new revenue streams. </li></ul><ul><li>Recruiting, hiring and training sales people. </li></ul><ul><li>Developing strategic plans to advance corporate goals. </li></ul><ul><li>Building consensus among departments to exceed goals </li></ul>
  3. 3. The Home Depot Manager <ul><li>I am responsible for managing a segment of the store business that generates $1.3mm in sales annually. This also includes managing 5 direct reports. </li></ul><ul><li>This past fiscal year I exceeded sales plan by 114% of plan when Corporate’s expectations were to achieve 94% of plan. I accomplished this by focusing in-store marketing and sales efforts on the top segments that generated the highest top line revenue dollars. </li></ul><ul><li>I also achieved a Gross Margin of 128% of plan. This was achieved by reducing inventory by 13% and averaging over 3.5 turns a month. </li></ul><ul><li>Shrink is a huge concern within the store and specifically in the area I am responsible. To minimize shrink I developed a procedure that was implemented to control shrink at the department level. This procedure reduced the department’s shrink number by 29%. Also a contributor to improving my Gross Margin. </li></ul><ul><li>The store had an excess inventory of Kid’s Workshop items. I organized the donation of these items to the Pediatric wing of a local hospital just in time for Christmas . </li></ul>
  4. 4. First Horizon Home Loans Vice-President Business Development Officer <ul><li>I was hired to develop a sales team (loan officers) from scratch that focused over 70% of its time on selling ancillary bank products to small and medium sized businesses. I recruited, hired, trained and supervised this elite sales group to sell products such as checking, savings, CDs’ credit counseling, and direct Payroll deposit. </li></ul><ul><li>A strategic plan was generated to specifically lay out a sales plan for penetrating a unique niche market for the bank. </li></ul><ul><li>This required that I develop sales territories based on equality, compensation programs to provide sustainable attraction and retention goals, and marketing materials to soften sales resistance and create brand identity. </li></ul><ul><li>The sales team was exceeding it sales goals and developing strong brand identity until our entire office was downsized due to financial issues not related to our segment in the 3rd quarter of our fiscal year. </li></ul>
  5. 5. First Results Senior Director <ul><li>This was a small business enterprise I started after being downsized from infoUSA . I partnered with two other individuals, also from infoUSA . I provided management consulting, strategic planning and employee assessment skills to the group. The other two partners focused on training and marketing respectively. </li></ul><ul><li>The focus was on small and medium sized businesses that were in need of consulting services utilizing one of our areas of expertise. </li></ul><ul><li>Some of my successes included helping a manufacturing company that dealt strictly with a third party that sold their products to develop a specific strategic plan to create a new channel that sold directly to the public, used on-line employee assessment tools to profile top sales producers that created a template for hiring new sales people, and creating sales training programs geared specifically to the company and the products they sold. </li></ul>
  6. 6. infoUSA Vice President Sales <ul><li>During my tenure with infoUSA I had three different areas of responsibility. </li></ul><ul><li>My first area was the Major Accounts group, a tenured group of sales executives, that called on all customers that spent over $5,000 a month with the company. The group was 15% behind sales plan when I arrived in June. I was the 8th manager in less then 6 months that this group had. My initial obstacle to success was convincing this tenured group that even though I might just be the “flavor of the month” I was this month’s flavor and I would do everything in my power to make them a success. Once I achieved by-in from them, we worked daily on improving sales skills, closing techniques and follow-up. By year-end we had turned this around and exceeded sales goals by almost 17%. I was manager of this group for over 7 months before be reassigned to a new endeavor championed by the President of the company, Vin Gupta. </li></ul><ul><li>My second area of responsibility was the Emerging Markets group, creating 5 new sales offices in three different states and in less then six months. I was one of a few VPs’ that had field sales management experience. I needed to locate office space, negotiate rent and equip offices while also recruiting, hiring and training sales people to staff these offices. These sales people were to make face to face sales calls, rather then out-bound phone sales calls. The results were to exceed Corporate sales expectations by 325% and deliver the single largest order in company history. After establishing these field sales offices and exceeding revenue expectations I was moved to head the In-Bound sales group. </li></ul><ul><li>The In-Bound sales group handled all in-bound sales calls that came from the catalogs mailed out to prospects. This group was the first contact the company had with a prospect. The ability of this group to have a positive interaction with a prospect would dictate how much additional business the company could expect to receive. My charge was to improve the sales skills of this group so new, incremental sales could be realized. The group was significantly behind sales expectations. It is tough to determine any success I was having with this group as I arrived in mid-June and was part of a massive lay-off (over 750 employees) that occurred at the end of October, 2000. I do know that our monthly sales revenue was starting to show positive growth for September and October. </li></ul>
  7. 7. TeleQuest Executive Vice President Sales, Marketing and Operations <ul><li>I was recruited by the President of a privately held company to become the number 2 man in the company. Our goal was to develop a strategic plan that would double revenue and make us a viable candidate to go public or be acquired in 5 years or less. </li></ul><ul><li>In addition, I used a third party to survey our existing customers and select prospects to help us identify our strengths and weaknesses that would allow us to focus our marketing and sales efforts in conjunction with our new strategic plan. </li></ul><ul><li>The survey helped us redesign our entire sales, operations and marketing approach. That included marketing materials, trade show presentation, sales techniques, etc. </li></ul><ul><li>The President left after four months of my arrival to become the President and CEO of a competitor. He took with him our strategic plan and within five years sold that company to a competitor. </li></ul><ul><li>The owner stepped in to run the day-to-day operations while ignoring our strategic plan. The result was the company went bankrupt in less then nine months after his assumption of power. I left voluntarily in February when it became apparent that the company would not survive his management. </li></ul>
  8. 8. SITEL Vice President Sales <ul><li>The business unit was losing customers out the back door as fast as they came in the front. The President of the business unit assumed this was caused by issues generated by his sales team. I was hired to “fix” those issues. During my first six weeks I identified that this was more an entire business unit problem rather then isolated at the sales team level. </li></ul><ul><li>I involved all departments in constructing a new strategy for acquiring new business. This required my obtaining buy-in from all departments; IT, Client Services, Operations, Finance, and Senior management. We developed a new approach to bringing on new clients. This increased acquisition rates of new clients and improved retention of existing clients. </li></ul><ul><li>Once we had identified the source of client loss and improved retention rates, I was charged with the responsibility of developing a sale strategy for creating a new revenue channel focused on in-bound call center applications. Keep in mind that SITEL’s strength and reputation in the marketplace was as an Out-Bound Call Center operation. </li></ul><ul><li>I recruited, hired and trained a sales team that would focus 100% of its efforts on uncovering opportunities for in-bound call center business. Territories were designed on a vertical market basis. Finance helped developed a pricing formula that allowed my group to price programs so we were extremely competitive but still achieve corporate top line revenue and bottom line profitability goals. </li></ul><ul><li>This sales group was able to exceed first year sales goals by 11%. We delivered > 45% Top Line Revenue and >18% Bottom Line Profitability </li></ul>
  9. 9. Farmland Industries dba Heartland Data Services Sales Manager <ul><li>Heartland Data Services was a wholly owned subsidiary of Farmland Industries. Farmland was at its peak, the largest agricultural cooperative in North America, owned by 1,700 farm cooperatives in the United States, Canada and Mexico. </li></ul><ul><li>Heartland Data Services provided backroom office applications by selling both hardware and software to the cooperatives. The software allowed co-ops to manage accounting, grain merchandising, convenience stores (POS) and farm stores (which included fuel, fertilizer and supplies). </li></ul><ul><li>Hardware sold was all IBM based equipment from desktops to AS400s’.The software was all proprietary to HDS. </li></ul><ul><li>I managed 4 sales people who had territories in 8 states (North Dakota, South Dakota, Minnesota, Iowa, Oklahoma, Arkansas, Texas and Louisiana). Three of the four sales people I managed were new to sales, hired right out of college. The majority of our time together was involved in sales training. This included classroom as well as field sales training. </li></ul><ul><li>I also had my own sales responsibilities for two states; Nebraska and Wyoming. </li></ul><ul><li>Affected by a prolonged downturn in fertilizer prices, high energy prices and capital costs, Farmland Industries needed cash desperately. HDS having a strong, positive cash flow and being a profit rich subsidiary, Farmland sold off HDS to a competitor who needed only the software and client base. As a result, the entire HDS sales team was let go. Farmland finally filed for bankruptcy in May of 2002. </li></ul>
  10. 10. First Data Resources National Sales Manager <ul><li>First Data Resources was the country’s largest credit card data processing company for banks. Its entire focus was providing these services to banks for their Visa and Mastercard programs. </li></ul><ul><li>In 1990, FDR decided to explore how its current processing capabilities could be used in a non-bankcard environment. I was hired to create a sales team that would sell this processing capabilities to markets such as retail, insurance, telco and government. Because this was a new venture, I had to create a sales training program from scratch and then recruit, hire and train this special sales team. </li></ul><ul><li>In addition, I worked with senior management to develop a comprehensive strategic plan for developing these new revenue streams. As a result, we hired three sales people and created 6 vertical markets with unique marketing materials. </li></ul><ul><li>In spite of anticipating a long sell cycle, the group was extremely successful right out of the gate, landing several large contracts within ninety days of start-up. The first contract was with GTE for a long distance calling card. The contract length was 5 years at just under $2mm a year in revenue to FDR. Similar success followed in retail and oil. With the largest contract coming by providing Shell Oil with not only it own proprietary credit card processing but help them launch a co-branded Visa card with a member bank. </li></ul><ul><li>In 1991, American Express, which owned the majority of FDR, decided to begin the process of spinning off FDR. As a result, all non-core related bank card business was eliminated. This included my non-bankcard sales team. FDR went public in early 1992. </li></ul>
  11. 11. Kwik-Kopy Printing Owner/Operator <ul><li>Owning two Kwik-Kopy printing franchises allowed my entrepreneurial side to develop. </li></ul><ul><li>The two stores employed ten people, four of which were sales and the other operations. Both stores combined, exceeded sales of $1mm annually. </li></ul><ul><li>In addition to franchisor-provided assistance with marketing materials, I utilized a comprehensive direct mail program targeting customers and prospects alike. Done on a monthly basis, this mail program offered incentives and coupons to drive sales. I also used television commercials that aired on the local cable provider in my markets to help drive name recognition and soften sales resistance for my sales team. </li></ul><ul><li>This business gave me real-time hands on experience with all aspects of running a business, from day to day operations to dealing with the P&L. </li></ul><ul><li>Though the business was successful, I closed the stores for personal reasons in the spring of 1990. </li></ul>
  12. 12. Eastman Kodak Company Business Systems Division Account Executive <ul><li>The Business Systems Division of Eastman Kodak was comprised of two units. One was the Microfilm sales division and the other was the Copy Products division. </li></ul><ul><li>I started with the Copy Products division in Oak Brook, Illinois after an extensive, twelve week training program conducted at Kodak’s Marketing Education Center in Rochester, New York. </li></ul><ul><li>After a short time in field sales work in the western suburbs of Chicago, I was transferred to handle a geographic sales territory in eastern Nebraska. My two main cities were Lincoln and Omaha. </li></ul><ul><li>The Copy Products division sold high speed copiers and duplicators. Competing directly against Xerox and at times IBM. </li></ul><ul><li>In early 1984 I won a national demonstration contest, competing against 600 other sales people by successfully demonstrating two of Kodak’s high end copier/duplicators. As a result, I was brought back to the MEC in Rochester were I was professionally video-taped demonstrating those products. Those tapes were used not only to train new sales people but to provide a means for prospects to see products that might not currently be available on site in their sales office. </li></ul>
  13. 13. Prudential Insurance McKenna Agency Agent/Trainer <ul><li>This was a stand alone Prudential Agency located in Downtown Chicago. </li></ul><ul><li>Prudential had just introduced small group health insurance products so the agency manager was seeking an individual who had successful experience in selling group health insurance products. I was hired to not only sell these new products but also provide training for the other licensed insurance agents to broaden their book of business. </li></ul><ul><li>After one full year in the business I finished as the #3 agent in the country selling group health products. </li></ul><ul><li>As an agency, over half of the agents were able to increase their book of business by at least 35%. This included additional insurance products whose sales were made accomplished by utilizing the group health product as a door opener. </li></ul>
  14. 14. Blue Cross/Blue Shield of Illinois Account Executive <ul><li>Account Executive responsible for the sales and support of group health insurance products. Had a small geographic territory. </li></ul><ul><li>Developed marketing materials specific to three small group insurance products to soften sales resistance and promote brand indentity for these new products. </li></ul><ul><li>Helped organize and run a state-wide sales contest between the Chicago area sales team and the State group. Contest was designed to increase sales for both groups. Sales saw an increase of just over 11% with the Metro Area and 17% for the State group. </li></ul><ul><li>Created a simplified sales tracking system implemented by all sales teams in the Metro District. This system helped shorten sales cycle, which helped increase sales. </li></ul>
  15. 15. Education - Millikin University, Decatur, Illinois Bachelor of Arts References available upon request