MICHAEL N. DIMARCO



VICE PRESIDENT SALES
Growth Strategies / Marketing / Forecasting / Channel Development / Branding / Turnarounds / M&A Pricing / Integrations / Launches / Restructuring / Startups / Key Accounts / Demand Generation
I am a successful sales executive who has significantly increased revenues, introduced new products and improved market share for my employers. Led startup of new product lines, enhancing market penetration for companies such as Owens Corning. Very effective at creating new channels for existing markets. Created new brands to distinguish products. I have managed budgets to $70M and staff to 65. I can:
Build high-performance sales teams to exceed sales goals
Develop market channels for new and existing products
Manage key accounts and customer development
Identify sales opportunities and follow-through to successful close
Significantly improve performance, margins, and competitive position
I have been described as a very focused, goal oriented leader who has the ability to analyze the market and identify innovative approaches to meet current and future customer needs. My high energy level has been said to be motivational to all around me. I attended Syracuse University, majoring in Business Administration.
SELECTED ACCOMPLISHMENTS

Turned around struggling sales organization. Interstate Materials was experiencing major decline in sales. Introduced new sales methodologies, four new channels and three distinct brands. Obtained strong market share in all four channels. Improved revenues and profit margins significantly.
Built strong demand for new product line. Owens Corning decided to enter new market. Implemented, marketing plans and budgets within 60 days of hire. Procured large commitments from several customers, without a sample or model of new product . Built business to $25M, outstripping manufacturing capability.
Integrated acquired product lines. Newly acquired Simonton product was being refocused into different channel. Product had been sold by independent sales reps who were not familiar with new customer base. Developed comprehensive plan that integrated product into existing line, eliminating independent sales representatives.
Realigned sales organizations. After merger of Owens Corning product line, Simonton needed to integrate sales teams. Initially kept each team focused on products with which they were most familiar. Simultaneously, designed and introduced new marketing programs, criteria and pricing for two new product channels. Successfully integrated both teams within two years.
Improved automated sales systems. Interstate Materials sales systems were practically non-existent. Many systems were manual, requiring reentering data into existing accounting system. Working with accounting system vendor, set-up interfaces to sales functions. Integrated pricing, order entry and sales reporting, with very little expense. Increased profitability by allowing pricing to be based on actual costs.
CAREER HISTORY

Executive Vice President/General Manager, Interstate Materials, Inc, 2004-2009. Recruited to position division for future growth by overseeing all sales and operations functions. Ensured positive growth strategy by making all products environmentally efficient. Managed staff to 65 and budget to $10M.
National Sales Manager, Simonton Products, Inc., 1998-2004. Hired to develop new dealer and lumber channels for largest division of this $350M company. Introduced Simonton products to new channels, with focused marketing tools for each. Managed budget to $70M.
National Sales Manager, Owens Corning, Inc. 1988-1998. Company was introducing new product line. Hired and developed specialized sales force dedicated to introduce new product into workplace. Team exceeded sales goals each year. Was member of decision-making team to sell product line to Simonton Products. As part of the agreement of sale, moved with product line to Simonton.
Prior Experience: Regional Sales Manager, Malta, Inc.
Personal Interests: I coach youth football, enjoy vegetable gardening and cooking.