Nicholas Gauthier is seeking a new position and has over 5 years of experience in data analysis, sales reporting, process improvement, and financial auditing. He is proficient in Microsoft Excel, Access, PowerPivot, SQL, and has strong leadership, analytical, and problem-solving skills. His previous roles include Data/Sales Analyst at SharkNinja, Product Pricing Supervisor and Cost Assurance Specialist at Granite Telecommunications, and Corporate Actions Associate at Brown Brothers Harriman.
Unleash your full revenue potential and consistently achieve a high growth rate, year after year. A Predictable Revenue Model has three main phases: plan, execute, and learn.
Unleash your full revenue potential and consistently achieve a high growth rate, year after year. A Predictable Revenue Model has three main phases: plan, execute, and learn.
Marketing planning and performance measurement solution business caseNandita Nityanandam
Synoptek developed a product that serves as a single source for marketing planning, team collaboration and performance measurement, and brings an end to the never-ending woes of marketers in terms of executing their operations and bringing insight into their day-to-day activities.
ITSMA Infographic Six Steps to Engaging the C-SuiteITSMA
The rise of the connected economy and new business strategies has made executive engagement and executive-level selling more important than ever.
ITSMA’s new infographic, based on survey data with 50 senior marketers from leading B2B technology and business services firms, highlights the six ways in which leaders in executive engagement stand apart from their peers, including:
Strategy and planning
Executive insight
Content for conversation
Training and support
Collaborative innovation
Measurement and review
Check out a summary of the findings from a survey of 100+ enterprise sales leaders, revealing what got in the way of meeting quotas in 2015, and what the winners did right to close the biggest deals. Several case studies featured about what high-performing sales teams did differently to exceed their revenue goals.
Our Sales Enablement Maturity Model was designed to help organizations with a roadmap for improving their sales enablement capabilities. The model provides 4 stages of organizational maturity, which are:
Undefined
Progressive
Mature
World-Class
Additionally, it evaluates 8 components of Sales Enablement, as follows:
- Orientation
- Leadership
- Technology/Infrastructure
- Alignment
- Sales Support Tools
- Processes
- Metrics
- Results
To obtain this document, visit us at http://www.demandmetric.com/register
Introduction
Content is a nexus between the sales and marketing functions in most organizations. The traditional content model calls for marketing to produce content assets and sales to use them. Having this model work well requires a great deal of intentionality on the part of both functions: marketing must endeavor to understand customer content needs and how well the assets they produce engages those customers. Then, the sales team must diligently provide feedback to marketing so that content quality and effectiveness rises.
While this model is conceptually simple, there are challenges related to alignment that impact content effectiveness in the form of visibility, communications, feedback, process, tools and even culture. The statistics tell the story: when the level of sales/marketing alignment is high, 81% of study participants report that marketing content meets sales’ needs well. However, when alignment is poor or non-existent, the content effectiveness percentage drops to 35%.
Quality content that is easy for sales to find and use is a critical success factor in sales interactions. The dynamics of the content process are not difficult to understand, but the content creation, deployment, usage and feedback loop is often a point of friction between sales and marketing. This friction is not one-sided; marketing is frustrated when it has limited feedback and visibility into the use of content assets. The sales team gets frustrated when content assets don’t meet customers’ need, or those assets are hard to find and use. This frustration is more than just an inconvenience: 70% of sales teams acknowledge that the lack of effective content negatively impacts the outcome of a sales conversation.
Since content is so often the key to successful sales interactions, it merits constant attention and improvement efforts. Demand Metric and Showpad together conducted research to understand the sales-marketing relationship around content, and how it affects sales interactions. This research shares key insights, such as when marketing has little or no visibility into sales conversations, only 32% of the content produced meets the needs of sales team well. This research will help organizations understand how to get better results from their marketing content.
Table of Contents
- Introduction
- Executive Summary
- The Content Process
- Content Process Success Factors
- Content Use
- Content Impact on Revenue
- Analyst Bottom Line
- Acknowledgements
- About Showpad
- About Demand Metric
- Appendix - Survey Background
Entelios AG - Demand Response for Germany and EuropeAQAL Group
Entelios AG is Germany’s Demand Response Aggregator. We introduce proven and powerful cleantech technology to the European smart grid markets. Entelios is applying a leapfrog strategy, providing the next evolutionary step called Demand Response 2.0, doing our part in enabling renewable energy and reducing the need for more fossil fuel power plants.
Marketing planning and performance measurement solution business caseNandita Nityanandam
Synoptek developed a product that serves as a single source for marketing planning, team collaboration and performance measurement, and brings an end to the never-ending woes of marketers in terms of executing their operations and bringing insight into their day-to-day activities.
ITSMA Infographic Six Steps to Engaging the C-SuiteITSMA
The rise of the connected economy and new business strategies has made executive engagement and executive-level selling more important than ever.
ITSMA’s new infographic, based on survey data with 50 senior marketers from leading B2B technology and business services firms, highlights the six ways in which leaders in executive engagement stand apart from their peers, including:
Strategy and planning
Executive insight
Content for conversation
Training and support
Collaborative innovation
Measurement and review
Check out a summary of the findings from a survey of 100+ enterprise sales leaders, revealing what got in the way of meeting quotas in 2015, and what the winners did right to close the biggest deals. Several case studies featured about what high-performing sales teams did differently to exceed their revenue goals.
Our Sales Enablement Maturity Model was designed to help organizations with a roadmap for improving their sales enablement capabilities. The model provides 4 stages of organizational maturity, which are:
Undefined
Progressive
Mature
World-Class
Additionally, it evaluates 8 components of Sales Enablement, as follows:
- Orientation
- Leadership
- Technology/Infrastructure
- Alignment
- Sales Support Tools
- Processes
- Metrics
- Results
To obtain this document, visit us at http://www.demandmetric.com/register
Introduction
Content is a nexus between the sales and marketing functions in most organizations. The traditional content model calls for marketing to produce content assets and sales to use them. Having this model work well requires a great deal of intentionality on the part of both functions: marketing must endeavor to understand customer content needs and how well the assets they produce engages those customers. Then, the sales team must diligently provide feedback to marketing so that content quality and effectiveness rises.
While this model is conceptually simple, there are challenges related to alignment that impact content effectiveness in the form of visibility, communications, feedback, process, tools and even culture. The statistics tell the story: when the level of sales/marketing alignment is high, 81% of study participants report that marketing content meets sales’ needs well. However, when alignment is poor or non-existent, the content effectiveness percentage drops to 35%.
Quality content that is easy for sales to find and use is a critical success factor in sales interactions. The dynamics of the content process are not difficult to understand, but the content creation, deployment, usage and feedback loop is often a point of friction between sales and marketing. This friction is not one-sided; marketing is frustrated when it has limited feedback and visibility into the use of content assets. The sales team gets frustrated when content assets don’t meet customers’ need, or those assets are hard to find and use. This frustration is more than just an inconvenience: 70% of sales teams acknowledge that the lack of effective content negatively impacts the outcome of a sales conversation.
Since content is so often the key to successful sales interactions, it merits constant attention and improvement efforts. Demand Metric and Showpad together conducted research to understand the sales-marketing relationship around content, and how it affects sales interactions. This research shares key insights, such as when marketing has little or no visibility into sales conversations, only 32% of the content produced meets the needs of sales team well. This research will help organizations understand how to get better results from their marketing content.
Table of Contents
- Introduction
- Executive Summary
- The Content Process
- Content Process Success Factors
- Content Use
- Content Impact on Revenue
- Analyst Bottom Line
- Acknowledgements
- About Showpad
- About Demand Metric
- Appendix - Survey Background
Entelios AG - Demand Response for Germany and EuropeAQAL Group
Entelios AG is Germany’s Demand Response Aggregator. We introduce proven and powerful cleantech technology to the European smart grid markets. Entelios is applying a leapfrog strategy, providing the next evolutionary step called Demand Response 2.0, doing our part in enabling renewable energy and reducing the need for more fossil fuel power plants.
WEBWARE36 - Organisation und Know-how für Web-Agenturensoftenginegmbh
Mit ERP und einem ganzheitlichen Beratungsansatz die nächste Professionalisierungsstufe im E-Commerce meistern.
Fest steht jedenfalls, dass es künftig nicht mehr reichen wird, einen Shop aufzusetzen, ein ansehnliches Design zu entwickeln
und den Content suchmaschinenoptimiert (SEO) aufzubereiten. Gefragt sind stattdessen Geschäftspartner, die über ganzheitliches
betriebswirtschaftliches Know-how verfügen – und dabei Themen abdecken wie:
Eine Agentur mit ERP-Kompetenz bleibt im Boot. Das gilt selbst dann, wenn der Webshop eines Tages gewechselt wird.
Der Grund hierfür ist einfach: Nicht der Shop ist die zentrale Plattform, sondern das ERP-System.
■ Lager & Logistik
■ Warenbeschaffung
■ Kundenbeziehungsmanagement (CRM)
■ Multishop-Anbindung
■ Integration unterschiedlicher Plattformen
Getting Traction for (your) Open Source ProjectsMichael Boelen
So you got an idea, some code, and now you only need the users and contributors? A good idea is not enough to have a successful project. Open source software projects need also marketing, promotion, and optimization. We will look at the technical and non-technical level on how to enhance OSS projects. This with the goal to get more happy users and gain more traction. I will share from personal experience what works (and what not!), including examples. Subjects include simplicity, the website, dealing with social media, optimize for users and search engines, and the tiny details that matter.
This talk is useful for developers, contributors, and also users of open source software. No programming skills are required.
Los servicios de orientación y asistencia legal dirigidos a población en situ...EUROsociAL II
Los servicios de orientación y asistencia legal dirigidos a población en situación de vulnerabilidad en colaboración con la sociedad civil: criterios para considerar buenas prácticas en la materia y propuesta de planes de acción para su fortalecimiento / Olga Lucía Gaitán García
Proyecto ELECTIVA VI EMPRESA LAMIDECO, C.AZaibel Campos
Misión.
Ofrecer a nuestros clientes un producto de calidad cumpliendo con las exigencias y necesidades requeridas, permitiéndonos competir en el mercado estatal y regional, posicionándonos como la empresa número uno en ventas y distribución de láminas decorativas, apalancando nuestra rentabilidad.
Visión.
Constituirse como una de las mejores empresas en su ramo, así como expandir nuestros locales comerciales con la finalidad de abarcar todos los espacios del Estado Monagas, aplicando nuestros conocimientos en beneficio de la sociedad y el bienestar colectivo.
Objetivos.
Obtener y mantener un amplio crecimiento de clientes.
Ser una Empresa reconocida en el mercado nacional.
Lograr un crecimiento organizacional orientado a la alta rentabilidad de la empresa, así como al desarrollo y aumento de la calidad de los productos y servicios prestados.
Tener un personal altamente capacitado en la fuerza labor, apalancando su formación con adiestramientos y actualizaciones continuas en el ramo de producción del laminado decorativo.
Organización.
Somos una empresa preocupada por la necesidad y satisfacción de la clientela y que a través de brindar la mejor calidad en productos y servicios nos comprometemos y garantizamos una atención completa.
Nuestra prioridad son los clientes y todo lo que hacemos está orientado a satisfacer sus necesidades y superar continuamente sus expectativas. Nos esforzamos cada día en buscar mejoras que optimicen los procesos y tareas en todas las áreas de la organización.
Ubicación.
Láminas de Maderas Decorativas “LamiDeco, C.A.” está ubicada en Venezuela, Maturín estado Monagas. Específicamente en la parroquia La Cruz, Zona Industrial
Mega Madera CA.
Maderera Tumero, C.A.
HERMANOS PETRIGLIERI, C.A.
INSUMOSLos insumos son todos los recursos con los que cuenta la empresa para generar productos y servicios. El principal insumo de “LamiDeco, C.A.”, es La Madera; así como también cuenta con Insumos Humanos, Tecnológicos y Organizacionales.
Sin embargo, sin duda alguna la mayor oportunidad para aumentar la productividad se encuentra en el propio trabajo, en el conocimiento y, en especial, en la administración. La productividad implica eficacia y eficiencia en el desempeño individual y organizacional, Ambiente específicos y proveedores
Proceso de manufacturaSelección de la materia.
Sierra de cortar.
Cepillo automático.
Sierra cortes múltiples.
Cepillo automático secundario.
Maquina talladora.
Pegado ensamblado.
Lijado y limpiado.
Control de calidad.
Área de productos terminados.
Productos terminados
Esta empresa se encarga de fabricar láminas de madera decorativas que luego son usadas en principalmente a espacios que requieren un revestimiento con resistencia a los golpes, rayado, agua y calor así como también en muebles decorativos. Su uso es utilitario y no tiene uso específico, sino genérico. Sus texturas, colores, e
Presentación donde platicamos sobre cómo en Phyne Games buscando balancear el arte y la tecnología en nuestros juegos.
Esta fue presentada durante el evento "GameDev XP" en la facultad de Ingeniería de la UNAM.
Gracias a SODVI por el espacio y la invitación.
James thies resume senior financial analyst-12James Thies
Resume of a Finance Professional with Advanced Toastmasters skills and awards (public speaking, presentations and communication skills), military veteran (leadership, logistics, planning, execution), with strong MS Office Skills (Excel, Word, PowerPoint, Access) and systems skills including SAP and Oracle.
In my retail/ eCommerce career I have become passionate about being a results-oriented thought leader with 12+ years experience planning various categories merchandise life cycles and coordinating with cross functional teams to execute sales strategies cradle to grave. I have developed exceptional skills in the negotiation of end of life, distressed and overstock, closeout, liquidation, shelf pull and off-priced goods. My aptitude for achieving aggressive revenue growth by developing strategic supplier partnerships, and then translating those strategic buys into digital marketing strategies is why I have always thrived as an influencer thriving in highly competitive retail markets.
Jerry Lindstrom Administrative Specialist resumeJerry Lindstrom
Results-driven administrative and operations professional with over 15 years extensive experience in leadership, training and development, project management, and financial analysis. Proficient at streamlining efficient strategic planning techniques to improve overall performance and to accomplish all organizational objectives.
Jerry Lindstrom Administrative Specialist resumeJerry Lindstrom
Results-driven administrative and operations professional with over 15 years extensive experience in leadership, training and development, project management, and financial analysis. Proficient at streamlining efficient strategic planning techniques to improve overall performance and to accomplish all organizational objectives.
1. Nicholas R. Gauthier
69 Pleasant Street, Boston, MA 02125, (413)-523-2396
Email: NickRGauthier@Gmail.com
Summary of Qualifications
Highly motivated individual with exceptional leadership skills;
o Completed Dale Carnegie’s Skills for Success 8 week training course;
Proficient in Microsoft Excel, Access, PowerPivot and SQL coding;
Well organized and analytical in developing plans and solutions to achieve objectives.
o Took lead on multiple process improvements to increase reporting efficiency
Professional Experience_________________________________________________________
SharkNinja, Newton MA July 2015 - Present
Data/Sales Analyst
Consolidated sales planning, historical sales and promotional activity into a single
analytical database (United Analytics) to perform exception reporting on demand;
Redesigned strategic sales reporting for department through automated processes to
ensure sales force has accurate and timely reporting to deliver on;
Analyze historical Point of Sale trends using United Analytics to identify opportunities
and risks within the market;
Develop promotional events with customers to combat declining or competitor sales;
Assemble and present customer presentations to expand brand loyalty and discuss future
company strategy for the market;
Granite Telecommunications, Quincy MA July 2014 – July 2015
Product Pricing Supervisor
Designed and automated new processes to reduce over 100 manual labor hours through
strategic planning via SQL Studio and PowerPivot in 2014;
Managed workflow and special projects to ensure over $4 million in revenue increase
initiatives are generated through billing systems accurately in 2014;
Documented audit analysis and forecast for upper management for monthly and quarterly
updates;
Handled all hiring requisitions while maintaining appropriate head count and budget for
department.
Granite Telecommunications, Quincy MA January 2013 – July 2014
Cost Assurance Specialist II
Proven leader by taking initiative on multiple process improvements to enhance reporting
and auditing;
Actively trained new hires and teammates on improving their PowerPivot skills to
increase efficiency in daily tasks;
Managed all cost inquires and discrepancies for Granite’s largest vendor, AT&T;
Developed monthly audits and reports that have helped generate over $600k credits in
2014 Quarter 1 alone.
Brown Brothers Harriman, Boston MA May 2012 – December 2012
2. Corporate Actions Associate
Communicated as an intermediary between broker and client to initiate dividend, interest,
or principle claims;
Redesigned and developed a more time efficient Master File in Microsoft Excel for
outstanding and closed broker claims;
Researched trade positions for claims in IBM Communication software to gather
adequate evidence for auditing purposes.
Education
Westfield State University, Westfield MA May 2012
Bachelor of Science dual major in Business Management & Economics
Concentration in Accounting