peter larson

Created and drove strategies to support significant global sales growth for indirect channels (Distribution, Original Equipment Manufactures, System Integrators). Worked with sales and product managers to implement programs for Elite Distributors supporting an indirect sales channel with 1,700 customers.

Managed and improved global GE Osmonics Customer Center with three locations, 18 representatives and 3 supervisors. Functions included: alignment with sales and customer segments, product selection, order fulfillment, export documentation control, and general communication.

Managed all corporate sales support activities including forecasting, sales and booking reports, contracts and agreements, sales meetings, customer account management, policy and practices administration.

Managed inside sales and technical support teams across the $150 million business, with sales through Osmonics’ direct and indirect channels. Managed 12 sales coordinators and application engineers who supported $90 million of indirect sales.

Managed North American inside sales and global customer service teams across the $100 million business, with sales through Fargo Electronics, Inc. direct channel partners. Managed 8 customer service and 4 inside sales representatives. Implemented quarterly Inside Sales goals for proactive outbound calling, targeting customers on strategic initiatives, increasing proactive out bound activity from zero to 800-1000 calls and emails per week. Implemented Goldmine upgrade resulting in the ability to strategically target and manage customers.

Managed and improved Inside Sales and Customer Service teams. Functions included: scheduling out bound calls, up-selling strategy, product selection, sales blitzes, order fulfillment, along with general and proactive marketing communication. Increased weekly sales by 35% resulting in higher sales/order and lines/order through organizing customers and contacts, defining weekly calls, up-selling, product blitzes along with strategic communications. Improved department efficiency to handle an increase of 20% more PO’s and processing 30% more lines through level loading, crossing training along with driving a “Team” environment. Created a “point of sales” reporting tool, giving ADMC for the first time the ability to analyze customers.

Develop and implement process improvements in sales, marketing and operations, by reducing cost and improving process efficiencies resulting in increased customer satisfaction. This position reported to the CEO. Position was eliminated - Going out of Business (Layoff)

* Managed North America HID Customer Service and HID Corporate Training with four locations, 25 representatives, 4 managers and 3 corporate trainers. * Customer Service functions included: improve customer satisfaction by aligning with customers expectations and sales teams across North America. * Corporate Training functions included: Creating and implemented a solution based training strategy. * Conducted 15 Voice of the Customer (VOC) interviews across all sales channels which validated key customer concerns resulting in implementing a “One Face to the Customer” strategy. * Increased customer satisfaction by facilitating a Lean Kaizen defining an “easy to do business with” strategy by transitioning Customer Service to be product generalist and able to process any type of product order.

* Solar Plastics, Inc., the technology leader in rotomolding fuel tanks, has developed solutions for low permeation resist fuel tanks.Why We Excel Research & Development * Design Assistance * 50+ years of Manufacturing * Expertise across 18 Different Industries * Strong Cooperative Relationships * Understanding Requirements * Providing Solutions & Enhancements * Full Service Secondary Operations