Mark Drucker

5540 Singing Hills Drive, Las Vegas, NV 89130 ♦ 702-396-9696 ♦ Drucker: Black Belt in Sales Force Optimization



Name : Drucker: Black Belt in Sales Force Optimization
Industry Type : Related Professions
City & State : Las Vegas, NV
Job Title Director of Sales - West
Relocation Preferences : Opportunity Trumps Geography
Objective :
Resume :  

Mark
Drucker


5540
Singing Hills Drive, Las Vegas, NV 89130 702-396-9696
druckermha[at]aol.com






Black Belt in Sales
Force Optimization





Sales
Force Optimization





When
reading resumes, you see the same Blah Blah Blah on most other
resumes except this resume shows someone who is a
specialist
for one function: Delivering results by specific sequential means.
This is the singular reason why you must have me on your team: To
deliver replicable designs for managed revenue and greater profits.





The
unparalleled focus of my professionalism is
Sales
Force
Optimization
(SFO). SFO incorporates many disciplines, assets at hand, and
current methodologies to generate the most effective, efficient, and
ethical design for bottom-line results; yielding total
Sales
Force
Optimization.
In a start-up or more mature environment, SFO is greater efficiency
and more significant results.





SFO
is a multifaceted approach beginning with recruiting the strongest
talent; then fully arming them with great depth in sales skills and
product/service knowledge. Dovetailing this with a highly delineated
set of Quadra-Goals for the many facets of success; reviewed at
least weekly by the salesperson and at least monthly by the direct
supervisor; more often if remediation is required.





The
two professions most aligned in having predefined highly specific
metrics applied to ascertain quantitative success are sports
professionals and sales people. Only nebulous and ambivalent
yardsticks are utilized in determining the best accountant,
physician, or attorney. A great salesperson knows every week or
month where they stand versus a highly specific set of goals. Moving
all the salespeople expeditiously to where the company needs them to
be mandates the implementation of SFO; my singular specialty; focused
as if it was the pointed end of a laser beam with the concentration
on SFO.





With
this must get it right hire for this key position, contributing
to new business development and increased account penetration; this
Black Belt in SFO, creating successful results, functionally
innovative, will afford you the
Sales
Force
Optimization
you
have long struggled to obtain.





When
you call, we can discuss how your sales needs, your profit
expectations, and my SFO strategies will deliver the results you must
have. Thank you.





Mark
Drucker


Black
Belt in Sales Force Optimization


702-396-9696





PS.
Lee Iacocca said, If you find a better car buy it. I say,
If you find someone who can better deliver total
Sales
Force
Optimization,
hire em.







Mark
Drucker


5540
Singing Hills Drive, Las Vegas, NV 89130 702-396-9696
druckermha[at]aol.com






Sales
and
Marketing
Executive





Executive
Profile


Dynamic,
uniquely qualified executive with an exemplary record of leading
sales and marketing for divisions of medium size and large
corporations. Recognized for taking a business from concept to a
major contributor of the bottom line, with multi-million dollar
revenue gains. Accomplished at building sales teams who surpass
their sales goals and facilitating groups through complex
problem-solving to action and improvement. Change and transition
master, with a visionary, think-outside-the-box mentality and one who
expects and accepts only success. Academic credentials include an
MBA, along with a Black Belt certification in sales.





Notable
c
ontributions


  • Developed
    and managed 10 highly profitable regions from the ground up for a
    startup computer integration company.





  • Generated
    the highest amount of increased divisional sales company-wide for
    the last five consecutive years for the same company.











Core
L
eadership
C
ompetencies


Black
Belt in Sales P&L Managing Multi-Million Dollar Budgets
Developing Monthly and Quarterly Reports and Goals New Product
Launches Solution and Consultative Selling Developing C
Suite Customer Relationships Establishing Departmental Best
Practices Developing Innovative Employee Incentive Programs
Creating a Corporate Sales Culture Board Level Presentations
Formulating Customized Sales and Marketing Plans Training Team
Members to Deliver Winning Client Presentations Fostering
Strategic Alliances Integrating CRM into Corporate Culture
Partner with Senior Management Public Speaking Project
Management Developing a Loyal Customer Base Staff Training
and Development Strategic Planning









PROFESSIONAL
E
XPERIENCE


INTERTECH, Las
Vegas, NV:
A computer
integration company with annual revenue of $102M.


Director
of Sales and Marketing Western Division, 2004 Present


Charged
with starting a non-technical, stand alone division from the ground
up, specializing in professional services. The division provides
assistance to small and medium size companies experiencing major
issues with their sales organizations. Manage division P&L and
develop policies and procedures. Lead a staff of three direct and 15
indirect reports. Hire and train representatives on consultative
selling approaches
to
C-level executives.

Accompany sales professionals on-site at closings. Major challenge
included
filling pipeline
with prospects.





  • Led
    new division with zero sales to generate $18 million annually.


  • Developed
    high impact sales and marketing strategies that grew annual business
    by up to 20% annually.


  • Recruited,
    trained, and mentored a sales staff that consistently surpassed
    their annual sales targets by 15%.


  • Placed
    in the top 5% in sales nationwide each of the last eight years.


  • Produced
    the greatest increase in year-over-year division sales,
    company-wide, in 2005, 07, 09, and 2010.


  • Developed
    a 94% retention rate of staff through exemplary training and
    attracting the best talent.


  • Ranked
    #1 of 24 profit centers in sales results for the last 3 years.






SYSCO FOOD SERVICE,
Las Vegas, NV;
A food
distribution company. .



Vice
President (Branch) Sales,
1994
2004


Team
responsibility specifically for growing customer base; selling to
restaurants in the Las Vegas valley; including leading, recruiting,
training and evaluating sales team. Challenged with capturing market
share of a highly demanding customer base.




  • Built
    sales force of competitive and driven professionals who were a
    highly profitable unit.


  • Cultivate
    culture of goal and profit focused sales force.


  • Exceeded
    annual sales revenue targets in each of last 5 years by at least
    12.7%


  • Grew
    customer base by 27% - far exceeding projections.






SMITH BARNEY,
Naples, FL; Industry leader in the retail financial market.


Vice
President, Financial Consultant
,
1990 1994


Served
as producing broker and mentored new brokers.





  • Placed
    in the top 10% of Division for sales revenue.


  • Earned
    appointment to the Board of Smith Barney.


  • Branch
    leader for Production, New Accounts, & Assets Under Management.









Education
and
Training


MBA,
University of Illinois


Bachelor
in Education, Illinois State University





TRAINING/DEVELOPMENT:
Attended over 50 seminars in the last 10 years, including: Zig
Ziglar, Tony Robbins, Leon Gross, Stephan Schiffman, Jeffrey Gitomer,
and Anthony Alessandra





publications


Currently
completing a book for publication entitled:


Sales
for the Non-Dummy The Art & Science of Sales





Community
I
nvolvement


United
Way of Southern Nevada Leadership Committee


Big
Brothers/Big Sisters Top 10% of Supporters


100%
Volunteer Fire Department Lieutenant


Search
& Rescue Dive Team Received three Citations for Bravery





Additional
I
nformation


Traveled
extensively 49 States & 56 Countries




























Myers-Briggs
Personality Type Indicator





for





Mark
Drucker








Myers-Briggs Personality
Type Indicator places Mark Drucker in a rare group (less then 0.5% of
the overall population) classed as Lifes Natural Leaders
and exhibits these traits:


  • Visionary


  • Gregarious


  • Argumentative


  • System Planners


  • Takes Charge


  • Low Tolerance
    for Incompetence.






In the business world,
these people are as: Most Commanding and show characteristics
such as these:


  • Frank


  • Decisive


  • Assume
    leadership readily


  • Quickly see
    illogical and ineffective procedures and policies


  • Develop and
    implement comprehensive systems to solve organizational problems


  • Enjoy long-term
    planning and goal setting


  • Usually well
    informed


  • Well read


  • Enjoy expanding
    their knowledge and passing it on to others


  • Forceful in
    presenting their ideas.



The specific group where
Drucker fits is termed ENTJ and this means:


  • Extraversion
    (where one focuses): focusing on the outer world of
    people and things (vs. the inner world of ideas and impressions).


  • Untuition
    (way things are looked at): focusing on the future with a view
    toward patterns & possibilities (vs. focusing on the present).


  • Thinking (the
    way things are decided): base decisions primarily on logic
    and objective analysis of cause & effect (vs. subjective
    evaluation of person-centered concerns).


  • Judging (how
    the world is dealt with): like to plan and organized approach
    to life and prefer to have things settled (vs. spontaneous
    approach).






At their best:


People with ENTJ
preferences are natural leaders and organization builders. They
conceptualize, theorize readily, and translate possibilities
into plans
to achieve short-term and long-term
objectives. They readily see illogical and inefficient procedures;
feel a strong urge to correct them; and, organize people and
situations in get them moving in the right direction. ENTJ are
strategic visionaries, adept at planning for the future needs of the
people and the organizations for which they are responsible. They
are always looking for ways to improve themselves and others; setting
high standards for both; energetically taking initiative to fulfill
corporate goals. As such, they tend to be the high achievers.





Characteristics of
ENTJ People:


They use their thinking
primarily externally and are thus natural critics. They set
their own standards and are forceful in applying
them to others, to organizations, and to themselves. They value
intelligence and competence; abhorring inefficiency or ignorance.
They can be tough when the situation calls for toughness. They are
likely to be:


  • Analytical, logical,
    and objectively critical


  • Decisive, clear, and
    assertive.






They are intellectually
curious, seek new ideas, always attempt self improvement, and like
complex problems. They use their intuition primarily internally to
conceive possibilities and create the insights
they use in making decisions and plans. They are likely to be:


  • Conceptual and
    global thinkers


  • Innovative
    theorizers and planners






They are excellent
problem solvers
and are keenly aware of the intricate
connections within organizations and are action oriented
and strategic. They think ahead; anticipate problems; devise broad
plans and systems; and marshal human and material resources to
achieve goals. They are generally disinterested in routine
maintenance activities; preferring new challenges.





How Others See Them:


ENTJs love and are
energized by stimulating and interactions with people. They often
challenge peoples statements and behaviors; expecting others to
defend them and as a result, mutual learning
will take place. ENTJ admire and seek people who are knowledgeable
and who stand up to them, say what they think, and argue
persuasively.





ENTJs prefer things be
settled and clear. Their love of ideas can pull them into
wide-ranging intuitive exploration and discussions. Their verbal
fluency, decisiveness, self-confidence, and urge to organize others
can overpower people at times. Others usually see ENTJs as:


  • Direct, challenging,
    and decisive.


  • Objective, fair, and
    stimulating.






They do what needs to be
done and can be counted on to meet timetables
effectively. It is sometimes difficult for them to relax as they
play has goals and therefore frequently miss opportunities to enjoy
the moment. Their sense of responsibility and accountability leads
them to assume many obligations.



















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