Experience

Aspen Aerogels

• United States
• Oil and Gas
• 200 - 300 Employee

• Sales Manager, Global Projects

  • Apr 2020 - Present

• District Manager, Industrial Sales Midwest & East Coast

  • Feb 2017 - Apr 2020

• Channel Manager

  • Jul 2015 - Feb 2017

  Primary focus in this role is industry engagement

• Manager, East Coast Sales

  • Oct 2011 - Jul 2015

  • Senior sales manager on a team of 5• Manage a territory of 27 states plus Washington D.C.• Led team to 6 straight quarters of exceeding plan (Q4 2012 – Q1 2014)• Finished Q1 2014 at 165% of plan• Finished 2013 at 135% of plan• Finished 2012 at 106% of plan • Gained entry into specifications with the following facilities: BP Whiting, IN Citgo Lemont, IL Aux Sable, Morris, IL Phillips66 Roxana, IL LyonndelBasel Global Spec (ES205) PBF Delaware City, DE PBF Toledo, OH Dow Corning – Midland, MI Bridgestone Corporate Spec University of Pittsburgh – Pittsburgh, PA Carnegie Mellon University – Pittsburgh, PA Duke University – Durham, NC Pittsburgh Allegheny County Thermal – Pittsburgh, PA Detroit Thermal – Detroit, MI Cleveland Thermal – Cleveland, OHThe primary function of this position is business development. Increasing the visibility of the Aspen Aerogels’ product line includes:1. Making a technical sale directly to facility owners and EPC contractors to gain access to their specifications for long-term implementation of the product lines by: a. Identifying key decision makers at site and company level. b. Educating site and global decision makers through formal presentations. c. Targeting capital projects and key turnarounds. d. Instituting a place in the site maintenance programs.2. Establishing the territory’s distribution channel by: a. Adding and removing key partners. b. Training the distribution partners’ sales team. c. Forecasting and managing distributor’s stock to ensure product is readily available. d. Making joint sales calls with distributors to drive the business.3. Navigating the different geographical barriers to entry for each market by: a. Locating key players in each area who influence entry into the market. b. Establishing relationships with influencers to identify issues of importance. c. Working collaboratively to formulate and implement strategies to resolve issues. Show less



General Insulation Company, Inc.

• United States
• Construction
• 200 - 300 Employee

• Outside Sales

  • Sep 2009 - Oct 2011

  • 2011 Q1 sales of $364,426.00; an increase of 80.05% from Q1 2010. • 2011 Q2 sales of $328,823.56; an increase of 82.28% from Q2 2010. • 2011 Q3 sales of $353,424.17; an increase of 34.18% from Q3 2010. • 2010 yearly sales of $936,104.81; an increase of 32.76% over 2009. • Strategically planned sales calls to include job owners, architects, engineers, building code officials, general contractors, mechanical contractors, electrical contractors, and insulation contractors to cover every level of potential customer throughout the sales process • Opened over 30 new regularly purchasing accounts while maintaining and growing 50 existing accounts • Developed strategic business plan targeting key contractors to maintain and grow business across entire product mix with specific product focuses. • Collaborated with management and counterparts to communicate important information daily and capitalize on territory opportunities • Planned and executed promotional programs with target accounts to drive market share • Mentored and coached new team members to gain full understanding of territory and entire product portfolio • Developed and maintained strong relationships with all accounts to increase sales and information flow for future projects Show less