Greg Anderson

Full P&L responsibility for $40M manufacturing equipment business serving SMB and Enterprise customers. Led 30-person team across sales, marketing, and purchasing across 6 company divisions. Key Results: 130% net income growth (1H 2025 vs 1H 2024) through improved sales execution, inventory optimization, and strategic OEM relationship management 87% revenue growth YoY by strengthening partner relationships and revamping sales strategy 71% improvement in revenue per sale through sales process optimization and team coaching 100-day reduction in inventory holding time improving cash flow and operational efficiency 50% increase in website traffic (1H 2025) by aligning sales and marketing strategies across divisions

Led comprehensive sales operations for multi-channel B2C organization (direct sales, indirect channels, multi-family housing, e-commerce). Managed 26-person team supporting 500K annual customer acquisitions, $500M LTV annually, with $120M expense budget. Promoted from Director (2010) → AVP (2014) → VP (2019) as channel scaled from 40K to 500K annual customers. Digital transformation & technology optimization – Led strategic planning, in partnership with IT, to deliver an omnichannel ordering platform that produced 48% YOY sales growth and reduced product change development by 25%. Reporting, data analytics, forecasting, and budgeting- directed analytics and reporting for the sales organization delivering 500K new customers annually with a $120M expense budget. Sales compensation strategy - designed and managed multi-channel comp plans; Led revenue optimization efforts including negotiating a revised contract with the largest partner that reduced costs and reallocated savings to emerging channels while maintaining a flat CAC. Sales enablement & GTM execution - led onboarding, curriculum design, training, and GTM playbooks; drove alignment with Product and Marketing to ensure adoption of new systems and process changes. Contract negotiation – developed, negotiated, and managed agreements across SaaS, BPO, channel partners, and multi-family housing providers; simplified agreements while controlling risk. Managed contracts across 50 sales partners and 1,800 multi-family properties. Cross-functional leadership & executive communication – partnered with Sales, Finance, Marketing, and Product; developed quarterly business reviews for senior leadership. Data cleansing & accuracy- developed Salesforce CRM to improve data accuracy, reporting, and usability. Pipeline management & deal desk- partnered with Finance to create a pre-sales financial model that shortened the sales cycle, improved pipeline management, simplified pricing, and increased deal profitability.

Overall responsibility- led sales operations and revenue operations for a diverse multi-channel sales organization, encompassing indirect sales, multi-family, and e-commerce for all indirect B2C, SMB, and Enterprise sales channels. Channel sales operations & growth – led multi-channel B2C/SMB/Enterprise sales ops; grew indirect channels 211% to 435K annual customers through organic growth and M&A. M&A integration & transformational change leadership – project managed sales ops for a $10.5B Verizon acquisition, $2B AT&T acquisition, and $1.4B divestiture to Ziply Fiber. Sales enablement technology & training – implemented Vimeo and Cornerstone training platforms for consistent training; standardized enablement processes across channels. Digital sales & marketing strategy – Drove market expansion by launching Frontier’s first e-commerce site via a partner; built SEO, SEM, and paid digital strategies, scaling digital to 40% of company sales in 3 years.

Overall Responsibility- launch & grow Frontier’s channel sales organization across B2C, SMB, and Enterprise. Startup channel operations leadership – built Frontier’s first partner sales operations team; grew channel sales 30K annual new customer, 10% of company sales total in year one. Revenue systems & automation – transitioned to API order system, driving 500% sales growth in 2 years. Compensation strategy & automation – designed inaugural channel compensation plans; implemented SaaS commission tracking, reducing disputes and ensuring timely payments. Process improvement & vendor readiness – established contracts, processes, and enablement cadences that improved vendor confidence and partner success rates.

Managed pre-acquisition separation of sales vendors across 13 states, separating vendors and aligning channels during Frontier's acquisition. Leveraged vendor relationships to expedite a $5.2B acquisition transition, meeting all deadlines.

Provided comprehensive support to four contact centers in the Southeast Region, overseeing projects common to all centers with a primary focus on process standardization, ad hoc initiatives, performance management, and executive support. Led call center separation of 14 residential and small business call centers for the $5.4B sales of assets in 13 states

Responsible for reporting and data analytics, providing regular performance reports, and setting sales quotas for the two regional contact centers.

Sales Customer Experience lead on Verizon's FiOS launch team, that delivered fiber to the home for the first time. Designed customer surveys and used quantitative data enabling data-driven decision making and process improvements for FiOS. Partnered with a virus protection firm to reduce installation time by 30 minutes and boost virus software sales. Identified and quantified an echo issue on FiOS voice. Collaborated with Verizon Labs to implement a process that reduced echo issues and improved technician efficiency. Based on the quantified data, created a What's Next website, a 2-minute cartoon that educated customers on the FiOS installation process, resulting in reduced customer cancellations and increased residual sales. Refined surveys to address TV disconnects, leading to a remote backlight replacement that improved usability and reduced churn.

Transitioned the contact center from a regional sales center to a national billing center, managing a team of 22 management employees and 170 IBEW hourly employees. Oversaw all daily operations, including resource management, customer quality, billing inquiries and adjustments, supervision, and training. - Managed the successful transition of an 80-seat SMB regional sales center into a 170-seat national billing center, handling 3.5M calls per year across 14 states. Achieved billing center excellence, winning multiple President's Club Awards.

Call center manager responsible for selling LAN/WAN and customer premise equipment to small business customers.

Direct sales position that sold LAN/WAN applications to enterprise customers.

Graduate dissertation on rhetoric and the role of the media in politics.

Major in Corporate Communication with a focus on marketing and business administration.