Track Record

A detailed record of process re-engineering, application development, project management, finance, and business development work — organized by discipline, in the same Situation / Task / Action / Result format used to evaluate it internally.

Needed Documentation for PRUSA & Distributor

Following an internal audit we found discrepancies in the process of invoices.
To understand and conduct a current "As Is" state with all issues.
Developed a "To Be" process addressing all issues, streamlining and automating the process so the information is sent electronically.
Incorporated a NEW automated process which improved backup sufficiency, improved distributor incentive monitoring, correct products being charged, a correct match between invoice and AR, improved timing of receiving proper documentation, eliminating charges of non-PRUSA product, and payment of full invoice instead of having an open balance. Savings of $200K.

Consistently receiving depletion data differences from RNDC for both On/Off premise channels.
Investigate an automated solution to alleviate data differences by researching capabilities for both RNDC and PRUSA.
Developed a process in which depletion data and all related fields from RNDC's BDN system are sent to PRUSA electronically.
Incorporated a monthly electronic submission process, validated monthly by PRUSA. Alleviated most future data discrepancies.

A large percentage of annuity-related documents and money missing or lost when going through the mail room.
Investigate a viable solution that ultimately touches the documents once, then archives them.
Developed an image and workflow system which, immediately upon receipt, scanned documents through a FileNet system, indexed them to an Oracle database, and routed paperwork to the appropriate departments/individuals depending on document type — adhering to the regulations required for annuity document processing.
Incorporated a streamlined electronic image and workflow system which improved the efficiency of processing annuity applications and documentation, estimated to save the company $4 million.

Constant discrepancies of clearing deductions on a timely basis.
To investigate the discrepancies and the reasons for the delay in clearing deductions.
Based on findings, it came down to brokers having delays in validating deductions with the proper backup documentation.
Incorporated a NEW process which put an incentive on validating the deductions on a timely basis — otherwise their commissions would be withheld. This new process improved deduction validation a great deal.

Inconsistent in receiving the necessary information from the field to process invoices, understand trade spending, and produce a more accurate forecast.
To understand the reasons for the delays and provide a solution so information could be entered into the information system on a timely basis.
Based on the findings and the timing requirements for receiving the information, put together a depiction of the flow of information and the timing of actions needed to perform the necessary reporting.
This NEW process allowed everyone involved to schedule information submission accordingly, resulting in more accurate and timely reporting.

Poor communication and understanding among those involved with the intricacies of each department/function needed to provide a more accurate forecast for NEW product launches.
Research the process for each department and their involvement in the NEW product launch process.
Based on the findings, provided a workflow depicting how and when PRUSA Finance, Marketing, and Sales teams are involved, as well as the information flow.
This NEW process let each group understand what information is needed to provide the marketing team a more accurate forecast, and how the information flows.

Numerous complaints from sales users regarding computers not being serviced in a timely manner, or received back with issues.
Met with the service vendor and went through the entire process to understand where the servicing issues were coming from.
Upon investigation of what was happening at the service center, put together a process for them to follow that expedited computer servicing, plus an escalation list for issues the vendor needed to raise directly with Campbell's.
Re-engineered computer service and repair to be more cost- and time-efficient. Reduced cost by 30% and time by 42%. Customer satisfaction increased 65%.

Finance was concerned about equipment costs and whether equipment was being properly prepared for sales use.
Conducted an assessment of current assets, creating an asset management database. From there, ran a needs analysis on computer and software requirements by position, and identified a cost-saving opportunity to lease computers instead of purchasing them.
Worked with IT, the service vendor, and finance to develop a NEW cost-saving, efficient process for procuring and installing new equipment.
Re-engineered computer service and repair to be more cost- and time-efficient. Reduced cost by 30% and time by 42%. Customer satisfaction increased 65%.

A large number of requests for customized sell sheets, with several revision requests by region and key account, against limited resources to create them.
To control the requests and revisions, investigated the use of templates usable by several users with minimal revisions.
Created a template library and a simple process to ensure requester needs were met, revisions stayed minimal, and a production schedule could be maintained.
Users got timely, creative, informative sell sheets to support new product placements, distribution opportunities, and promotional activity.

A consultant firm needed a low-cost website with a client portal, built on a tight timeline.
Assessed what was currently available in the market for building a low-cost website — several options existed, but each had real limitations when it came to building a client portal affordably.
Decided to use AI platforms (ChatGPT & Perplexity) to build the site using HTML, CSS, and JavaScript for the front end, Firebase for the backend, and GitHub for hosting.
After several iterations and rounds of AI prompt learning, built a fully functional website with a client portal, scheduling app, and contact-email delivery notifications — this website.

A family start-up with limited funds needed, as VP of Sales & Marketing, to build brand awareness and a sophisticated website for users to learn about the marina and boat inventory.
Investigated how to build a sophisticated site on a low budget — different coding and editing platforms to work with.
Built the website with Dreamweaver, GoDaddy for hosting, and PHP/HTML/CSS/JavaScript for the code, with the help of manuals, blogs, and other web resources.
The site provided the brand recognition needed, an informative portal for marina services, and prospect generation for boat sales.

As category captain for a major distributor, category analysis required combining 3 data sources for 33 Product Supply Centers to fully understand volume and financial performance — a simple SKU optimization took many man-hours just to validate the data.
Find a way to automate the validation and reporting of the combined information sources.
Requested funds from corporate to hire a consultant to build a database that validated the data and produced a set of reports defined by specific business requirements.
Performed category analysis for 28 of Fleming's 33 product supply divisions across the U.S., creating approximately $2.5 million in sales/inventory opportunity.

Needed to improve sales/profit by becoming more efficient in promotion across key brands.
Assessed current "as is" promotion effectiveness by analyzing key brand promotional ROI for the past 3 years by location, and identified the key performance areas needing improvement. Built ROI scenarios with improved promotion effectiveness and discussed them with the management team.
Developed a training program, use cases, and field evaluation tools for field sales managers/representatives to evaluate their promotions against KPIs, with a management review workflow built in.
Improved promotional efficiency by 26%. Also saw improvements in trade spending efficiency, forecasting, and AOP planning, resulting in increased sales and profit.

To become more effective and efficient in day-to-day operations by streamlining work processes and information flow throughout the company, to customers, and to partners.
Met with AAA personnel to develop the business requirements.
Used the business requirements to develop a prototype for approval.
Involved through the initial business requirements gathering and prototype development; left the company soon after, so final results are unknown.

Needed a database to capture the vast information for each boat prospect — from whether they had a trade-in, to details on their needs and wants in a NEW boat.
Find a cost-effective CRM solution still capable of storing over 140 data points per prospect.
Used Outlook Business Contact Manager to capture and report the information so it was actionable to close the sale.
Built a data-gathering workflow for the salesperson to enter information, used to create email marketing campaigns — contributed to a 25% increase in marina services/accessories sales through cross-selling.

A corporate initiative to upgrade every computer's operating system to handle current software needs.
Use the existing asset management database to provide a scheduled, phased approach across all US Sales and HQ users.
Developed the rollout plan in collaboration with IT and the service vendor, and gave finance a detailed cost analysis so funds could be allocated appropriately.
The rollout completed on time and on budget, with minimal sales-user downtime — old computers were received back and replacements shipped immediately.

An IT initiative to upgrade printers for every region and sales user in the US.
Research which printer provided the best capability and quality at a reasonable cost.
Performed a cost analysis, got finance approval, and worked with procurement to purchase the selected printers and peripherals.
The project completed on time and on budget, with 95% user satisfaction.

A $5M corporate initiative to re-engineer the sales business process for efficiency and effectiveness in the market — also intended as the catalyst for a new information portal.
Work with IBM as a partner to gather the necessary business requirements.
Assembled a cross-functional team and facilitated workshops to gather the requirements.
Completed on time and on budget. Business requirements and project lessons learned were passed on to the Phase II team.

An initiative from the finance department to upgrade the payment system for sales and HQ users.
Work with the payment software provider to negotiate new terms and IT requirements.
Provided the IT and service vendor team with IT requirements and installation instructions.
Completed on time and on budget.

Responsible for managing the P&L for the Atlantic Business Unit — $105M in sales across 5 markets and over 40 brands — including commentary explaining gains or losses.
Each month, analyze the impact on the business unit P&L from depletions, overhead, warehouse, size, or marque, as well as competitive activity.
Communicated with the Atlantic BU business leader and market managers to understand market conditions in their area.
Delivered a 5% profit gain for the fiscal year.

Responsible for the Atlantic BU's monthly forecast, with commentary explaining variance to budget for each state and key brand.
Worked with the Atlantic BU sales team to see where they needed analytic insight into market conditions and promotional activity.
Based on those conversations, provided ROI scenarios to adjust the forecast and request funding where needed.
Forecast was between 75–85% accurate, and it improved further with a sales recap tool provided along the way.

Asked to help the sales team better understand their sales performance so they could provide better forecasts and understand what was needed to meet objectives.
Worked with senior management to understand their vision and requirements for an impactful report.
Developed a report providing a full fiscal-year view with 4 years of data, a budget line that automatically adjusted the DTG for each brand and market by month, 3-month, 6-month, and total year, plus monthly seasonality.
Forecasting improved, and funding could be directed to the markets and brands with the greatest ROI.

Moving toward a more profit-centric sales culture, senior management asked for a simple, effective way for a salesperson to input the necessary parameters.
Develop a simple, effective sales tool depicting gross margin based on dollar sales or unit sales.
Created a spreadsheet that met the requirements for calculating gross margin.
Senior management was pleased and backed the use of the spreadsheet when determining promotional ROI.

Requested by senior management to provide an ROI analysis for a sponsorship with a major casino.
Research the parameters needed to build a compelling case for — or against — the sponsorship, given its cost.
Created an ROI template accounting for current traffic trends at the casino, advertising value, and other benefits.
Presented a potential impact of a 672% increase, or $1.8M in gross margin, with additional benefits factored in. For undisclosed reasons, the funds were re-allocated.

Corporate challenged the team to get retailers to give Jameson a 2nd placement in-store, or move it from the Irish Whiskey section into American/Canadian Whiskey.
Researched the analytical facts that would best support a sales brochure convincing retailers to make the placement.
Created a sales brochure combining sales trends, ranking among competitors and within the category, demographic data, market basket, promotional effectiveness, and the results other retailers had already seen from the switch.
87 retailers who switched Jameson saw an 11.5% increase in the first 6 months, with others seeing as much as 57.8% growth. HQ allocated 10,000 copies of the brochure for use across every other region.

Roles, Responsibilities & Accountabilities

Needed to migrate the Business System Specialist role into a Business Information System Analyst role, leveraging CSC's information systems in coordination with functional groups to develop business-solution analysis for the customer.
Research each region's current needs and determine the qualifications, roles, and responsibilities the position required.
Based on stakeholder feedback across the regions, developed a job description, roles/responsibilities/accountabilities, a skills assessment, and qualification levels for the skills needed.
Stakeholders were satisfied with the finished design; left the company before it was implemented.

Requested by senior management to provide a targeted list for each salesperson that would deliver the most impact in the shortest amount of time.
Researched where to source demographic data by category and zip code, retail account lists by zip code, and category sales by zip code.
Compared the demographic data to brand demographics by zip code to create an Opportunity Index, then matched it to the retail list to build the targeted list.
The targeted list drove a 172% increase in distribution.

Requested by the sales team to help them sell in a new product, gain distribution, or gain promotional activity at retail.
Gathered the necessary requirements and expectations from the sales team on the objective they were trying to meet.
Took the information gathered and researched additional information not readily available in the field to create a fact-driven sales tool for the team.
The sales tools gave the team what they needed to achieve their objectives.

Needed to build brand awareness and keep Horizon Marina top-of-mind for prospects considering their next boat purchase.
Gathered inventory and pricing information for used boats, plus the list of prospects interested in a particular boat style.
Created an eye-catching, informative advertisement, a sell sheet, and a targeted prospect list for the boat.
Generated about 10% of used boat sales from the advertisement; an email campaign to over 900 prospects generated about 15% of new boat sales.

Needed to build brand awareness and attract new prospects in the market for a new boat.
Determined the messaging that would create brand awareness and attract prospects.
Created banner ads across separate categories — cruisers, bowriders, deck boats, sport boats — with catchy copy to catch a prospect's attention.
Generated new prospects and boat purchases; click-through rate was consistently above the category average for the area.

Needed a brochure for prospects visiting the marina and attending boat shows, as part of the broader marketing and sales strategy.
Determined the most important information to include for both local prospects and transient boaters.
Created a brochure depicting HMG's family-owned identity, the services offered, and the attractions surrounding the marina's location.
Generated measurable follow-up interest in marine services, slip rentals, and new/used boat sales.

Want the full walkthrough?

Happy to go deeper on any of these on a call — the thinking behind the approach, what didn't work the first time, and how it'd translate to your situation.

Schedule a Call

Track Record

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Process / Workflow Development

Application Development

Application Development

Application Development

Application Development

Application Development

Application Development

Project Management

Project Management

Project Management

Project Management

Finance

Finance

Finance

Finance

Finance

Business Development

Business Development

Business Development

Business Development

Business Development

Business Development

Business Development

Want the full walkthrough?