Trey Herring

I set the overall strategy for the sales operations team and oversaw the customer experience team, comprised of over 450 employees. During my tenure, I achieved budget targets and implemented a new sales compensation plan that incentivized sales professionals to drive growth, improve margins, and contribute to the company's financial goals. Over three years, I reduced customer experience expenses by $20 million through consolidation, continuous improvement, and technology upgrades. I digitized legacy records and integrated a new CLM (DocuSign) and e-signature into Salesforce, substantially improving internal and external customer experiences while cutting costs. I led national accounts support and sales support teams, overseeing eCommerce, eBusiness, and Salesforce.com, which included successful EDI initiatives that retained customers and boosted satisfaction. As the internal subject matter expert, I played an integral role in numerous projects, like managing the NPS survey and results to inform new customer service strategies and improvements.

I designed and executed sales training and development programs to drive more sales per representative and support other company initiatives. An example of how I improved processes was when I created an onboarding and training plan to increase retention, elevate customer service, and champion career success. As a transformative leader, I communicated and directed change management of a new sales compensation model, working closely with the sales team to ensure a smooth transition. My efforts were instrumental in improving the sales team's effectiveness and achieving company-wide financial goals. Through ongoing education programs, I identified and addressed training gaps, allowing sales professionals to acquire the necessary skills and knowledge to succeed. My contributions helped strengthen the company's position in the market and increased customer satisfaction.

I led a team of 150 sales support professionals to support a sales team of 900 representatives. This involved devising a case management process that utilized Salesforce.com to streamline operations and improve customer experiences. I also established key performance indicators (KPIs) using Smartsheet to manage business operations and enhance customer satisfaction. I developed training programs and ongoing education initiatives for the team. By collaborating closely with other functions, I also clarified roles and responsibilities to ensure smooth operations and efficient workflows. Through these efforts, I augmented sales support processes and fortified sales team performance.

I supervised my team through a successful ERP conversion to one operating system. With my leadership, we converted around 50,000 customers and $6 billion in revenue. I also created internal and external communications programs and designed and facilitated classroom and online training programs.

I oversaw all aspects of the P&L, sales, and operations for six regional divisions, including advancing territory sales and supervising 175 employees. By implementing effective strategies and integration initiatives, I grew sales to $275M and increased profitability by reducing expenses. Through my leadership and business acumen, I successfully navigated complex challenges to achieve operational excellence and sustainable growth.

I managed $75 million in sales and 65 employees across four offices in Augusta, Greenville, Charleston, and Columbia, encompassing P&L management, hiring, safety, operations, and sales. I successfully increased the margin percentage by almost 200 basis points and EBIT and ROI by 400% year over year. Additionally, I achieved a perfect safety record and directed a 40,000-square-foot warehouse expansion project. Through team events and leadership, I improved morale, leading to better productivity and results.

I led marketing, selling, and implementation strategies for the Southeast Group printing segment. While continuing my duties as sales manager, I launched the UPM Endurance program and made critical inventory and pricing decisions. By working with procurement to align inventory programs with our selling focus, I exceeded our aged inventory goal by 63% for 2011. Additionally, I built strategic alliances with suppliers and customers to create win-win solutions, ultimately driving sales and nurturing positive relationships.

I accomplished significant growth in gross profit by 18% in 2010 and margin by 25 basis points for two consecutive years. To ensure continued success, I initiated account reassignments to keep our best sellers in front of prime opportunities, demonstrating my managerial courage. I documented quarterly reviews and improved the sales team by hiring new sales reps and managing underperformers. Through these efforts, we consistently exceeded our sales targets and improved our overall performance.

I was proud to have been a two-time winner of the Chairman’s Council Award in 2005 and 2006. I consistently met and exceeded sales, GTM percentages, and gross profit targets while building solid customer relationships. By conducting regular business reviews and taking a consultative approach to selling, I developed and maintained customer loyalty. Additionally, I helped improve my customers’ operational and financial efficiency by creating strategic rebate programs based on volume and bundling of products. By utilizing departmental specialists, I optimized the product mix and gained account share. Above all, I prioritized customer satisfaction and maintained a broad and expert approach to meeting their needs.