Glen Kelley

Hired to develop the Carolinas market for national subcontracting firm beginning with a turnaround of the dysfunctional Charlotte branch and establishment of a template for successful sales and operations throughout the market. The decline of residential construction resulted in a reorganization in September.

• Increased quoting activity 5 fold.
• Implemented a lead management system to identify and approach targeted market in a systematic, measurable process.
• Doubled monthly revenue during tenure. 
• Expanded product offering to include all available technologies gaining access to higher value markets
• Improved installed quality and service levels with professional certification program.

From 11/06-6/07 I worked with Ascolese Enterprises, Raleigh, NC under agreement to serve as President of an acquired $ 13 million security electronics manufacturing company. I led the analysis, due diligence and business plan development processes including recruiting sales and operations talent for the turnaround of that company.  Despite a signed letter of intent the owners sold the business to another buyer.

Was hired by the new President/CEO in July to be responsible for all field operations and sales functions.  (President left company in 04/06). The objective and challenge was to transform the company from a collection of individual businesses that were operating independently and losing money to a multi-branch organization that produced a profit for the owners. 

• Directly and indirectly, provided leadership for approximately 650 employees producing over $225,000,000 in revenue.
• Hired 100 field and corporate people to build and replace capability with the primary focus being on Branch Managers and Salespeople.
• Added or enhanced territory in four new markets.
• Gross Margin increased 6.4% and EBITDA went from (.7)% to 2.3%.

Reported to the Division President with responsibility for leading a $29 million sales and distribution team in the Eastern United States. Led a culture change and initiative for growth in a consolidated unit of a $2 billion packaged gas distribution company.

• In first year, exceeded revenue budget by 11% and operating income budget by over 29%!
• Reorganized two business units, combined sales forces at a reduced level. Led and coached operations personnelto consistent company wide operating system.
• Generated the largest single contract ($8 million)by developing an indexed pricing program that secured significant profitable volume growth over 3 year agreement.
• Personal oversight of government laboratory contracts (National Institutes of Health), major retailers (Publix, Harris Teeter, FoodLion) and direct involvement in national account support for LSG Sky Chefs and Gate Gourmet.
• Improved EBITDA by over $3 million since 2001 through aggressive selling and cost control.

Was responsible for building an effective sales team from various acquired cultures and for developing a systematic, customer focused selling approach in this $750,000,000 HVAC/R wholesale distributor.

• Evaluated and restructured sales team building on a $130,000,000 portfolio at a 111% rate while general sales were declining.
• Developed a strategy and defined desirable markets associated with key accounts in multi-state operations. The project scope included identifying and hiring a successful sales team that would be self-supporting in 12 months. Nine representatives were managing a $25,000,000 portfolio at the end of the 12-month period.
• Led National Account Team growth calling on National contractors, grocery chains and government facilities.
• Led a project to fundamentally change the business approach of Pameco with projected benefits of $16 million. All aspects of the company were examined and dramatically refocused. Significant results included: new pricing strategy and system that offered 2-3 points of standard margin improvement, design of a web based CRM tool that provided company wide visibility and assignment for all customers, activity related to those customers and a customer focused inventory plan.

Region General Manager (1993-1998)

Was responsible for sales and operations in a $25 million region providing leadership and motivation for 55 employees across 23 sales facilities in 5 states.

Charged with responsibility for all aspects of sales, marketing and customer service for an $8.5 million Pella Window distributor in South Carolina and Georgia. Customer base consisted of building contractors, lumberyards and homeowners.

Vice President Sales (1987-1993)

Commercial Sales Representative (1985-1987)

Sales Representative (1980-1984)