#EBITDA Compliance Training

[franchisepartnership]

"Master the Art of Choosing Your Ideal Franchise Consultant"

Choosing the Right Franchise Consultant

Selecting the ideal franchise consultant is vital for effectively franchising your business or making a franchise investment. This blog post will provide clear advice on the key qualities to seek in a franchise consultant, focusing on their knowledge, experience, and client feedback. Making an informed choice can be essential to your franchising success.

Franchise Development

When choosing a franchise consultant, it’s important to prioritize their expertise and experience in franchise development. Industry-specific knowledge is particularly valuable. They need to understand your business model, including financial performance, support systems, and training programs. A thorough franchise selection and qualification process are also important to offer the best franchise options, with comprehensive background information and financial performance data for each franchise.

Franchise Law

A deep understanding of the legal aspects of franchising is crucial. A reliable franchise consultant should be knowledgeable about legal requirements, including compliance with federal and state laws. Accreditation and certification from industry bodies such as the International Franchise Association (IFA) can also indicate a consultant’s trustworthiness. They should also assist you through the contract negotiation process, ensuring you comprehend the terms and conditions.

Franchise Financing

Financing is a critical element of franchising, and a proficient consultant can provide valuable advice. They should be familiar with key financial metrics such as ROI, P&L, EBITDA, and KPIs to help evaluate potential franchises. Advising on different funding options and assisting with securing finance for your franchise is vital as well. Transparency about fees and a clear breakdown of costs involved is essential. Be cautious of firms with high fees or hidden charges.

Several qualities are essential when choosing a franchise consultant. Focus on those with substantial experience in your specific franchise niche, along with necessary certifications and industry accreditations. Client testimonials are invaluable for insight into the consultant’s track record and client satisfaction.

Effective communication is key. Select a consultant who communicates clearly, responds promptly to your needs, and maintains transparency throughout the process. Compatibility is also critical—ensure their style and values align with yours. Finally, excellent organizational skills are essential. A top-notch franchise consultant should be goal-oriented and have a proven process for keeping you on track with paperwork and other requirements.

Key Questions to Ask Potential Consultants

When evaluating potential franchise consultants, consider asking these important questions:

What is your experience in the franchise industry, and specifically in my niche?

Can you provide references from previous clients?

What services do you offer, and what is the scope of your support?

How do you match clients with franchise opportunities?

What are your fees, and what services are included?

How do you communicate with clients, and what is your response time?

Can you provide examples of successful franchises you have helped develop or invest in?

How do you stay updated with industry trends and best practices?

What kind of ongoing support do you offer after the initial franchise setup?

1. Clearly Outline Expectations: Before selecting a consultant, clarify your expectations, concept type, and budget. This will help you find someone whose services match your needs.

2. Check Credentials: Verify the consultant’s education, experience, and certifications in franchising. Make sure they have a professional online presence.

3. Evaluate Compatibility: Ensure the consultant’s values and communication style are compatible with yours. This is vital for a successful and comfortable working relationship.

4. Ask for Referrals: Seek recommendations from other franchisees or franchisors for unbiased insights into the consultant’s quality and reputation.

5. Compare Options: Compare different consultants and their services. Request free consultations or proposals to evaluate their approach and style.

Choosing the right franchise consultant can significantly impact your franchising journey. By following these guidelines, you can make an informed decision, laying a strong foundation for franchising success.

#FranchiseConsultant #Franchising #BusinessGrowth #Consulting #InvestSmart

Are you looking to start your franchising journey with the right guidance? Visit https://thefranchiseadvisor.com to consult with industry experts today!

[sigigeigewifi]

Prabhuji Franchise in India

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Prabhuji Franchise in India

Prabhuji Pure Food Franchise: A Legacy of Taste and Quality



Franchiseavsdelhi

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3 min read

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May 15, 2024

Prabhuji Pure Food, manufactured by Haldiram Bhujiawala Ltd., is an iconic brand with a legacy of over six decades. Since its inception in 2017, Prabhuji Pure Food has been the hallmark of quality and taste in the food industry. Evolving with time, Prabhuji Pure Food has transitioned into a blended retail format, offering a diverse range of products that cater to the modern consumer.

Why Prabhuji Pure Food?

Prabhuji Pure Food stands out in the F&B industry for several reasons:Dine-inDine-in capacity of 60 seats High Seat Turnover 8–10 per day Average Bill value of INR 250 Sweet Approx. 50-kgs per day Savouries’ Bakery Namkeens Beverages Modern kitchen backed up by a supply chain Multi Unit opportunity market development approach

Franchise Opportunity

Now, you can be a part of their success story by owning a Prabhuji Pure Food franchise. With over 100+ years of cumulative experience in franchise management and the food service industry, we offer unparalleled support to our franchisees.

Franchise Benefits:

Proven Business Model: Our franchise model is backed by a solid track record of success. With a high success rate, it offers impressive returns on a moderate investment. They have specially developed and refined our business model to ensure profitability and sustainability for our franchisees. Unique Menu Offerings: At Prabhuji Pure Food, they have unique and diverse menu offerings. With the traditional Indian dishes with a modern twist, their menu is well-differentiated and assorted. With their innovative and mouth-watering menu, you can attract a wide range of customers and keep them coming back for more.Comprehensive Support:They provide comprehensive support to our franchisees every step of the way. From site selection and lease negotiation to pre-launch marketing and staff training, they offer end-to-end support and solutions. Their experienced team is here to guide you through the entire process, ensuring a smooth and successful launch of your Prabhuji Pure Food franchise.

Franchise Support Functions:

– Site selection with site guidelines – Restaurant setup with Brand Book – Furniture-Fixture-Equipment sourcing – Training at the launch – Daily operations management – Customer management (High volume business) – Inventory planning – Franchisor reporting – Marketing support including social media campaigns, promotional schemes, and consistent product supplies – Menu innovation & localization – Menu Pricing strategy – Store audits and strategic inputs ensuring efficient operations

Ideal Partner Profile:

– Strategic thinking – Access to prime locations (Malls, High Streets, Residential areas) – Food service operations experience – Customer management expertise – Compliance with brand service standards – Local marketing proficiency – Financial capacity for investment with realistic ROI expectations

Joining Process:

Potential Partner presents their business plan -30 min

Company presents its proposal, market view, opportunity & potential, support functions, and financial proposal- 30 min

Management discussion to agree on development obligations, annual targets, and key action points-20 min

Financial Dynamics:

Investment Plan :Standalone casual dine-in restaurant, QSR store, CDR supplying to QSR, Commissary ROI Perspective :Annual revenue potential, gross margins, operational expenses, payback period, and EBITDA (Operating Profit)

Roll-Out Plan:

Focus on West & South India, targeting top 35 cities for immediate and sustainable opportunities, aiming for 3–5 units each, totaling 100 stores in 5 years.

Conclusion:

Join the Prabhuji Pure Food family and be a part of their legacy of taste and quality. With our proven business model, unique menu offerings, comprehensive support, and quick launch process, you can achieve success in the food service industry. Contact us now to start your journey with Prabhuji Pure Food! If you are interested in investing in the Prabhu ji Franchise, you can contact Franchise AVS through their official website www.franchiseavs.com, or email franchiseavs@gmail.com. You can also reach them by phone at 9205434226

[perfectirishgifts]

5 Key Reasons To Franchise A Restaurant Concept

New Post has been published on https://perfectirishgifts.com/5-key-reasons-to-franchise-a-restaurant-concept/

5 Key Reasons To Franchise A Restaurant Concept

HUNTINGTON STATION, NEW YORK – MARCH 26: A Panera Bread sign is seen at the Walt Whitman Mall on … [] March 26, 2020 in Huntington Station, New York. Across the country schools, businesses and places of work have either been shut down or are restricting hours of operation as health officials try to slow the spread of COVID-19. (Photo by Bruce Bennett/Getty Images)

Suppose you have a proven restaurant concept with a successful business system. Think McDonald’s, Panera Bread, Applebee’s, or Halal Guys. In that case, your next move may be to open additional locations. Franchising your restaurant and awarding others’ the rights to use your brand name, recipes, and procedures is a great way to expand. Why do restaurant owners choose to franchise their business? For the most part, it comes down to capital, time, people, and geography. 

Lower Investment To Grow Your Brand

You can add additional restaurants while at the same time, you minimize your capital investment. Becoming a Franchisor and using franchising as the method to grow means other individuals (franchisees) will pay a franchise fee to gain access to your brand. Also, the franchisee will fund building the restaurant and assume the location’s financial responsibility. According to Harold Kestenbaum, a Partner with Spadea Lignana Franchise Attorneys: “Building out company units can get very expensive. Having a franchisee invest their own funds not only saves the franchisor money but allows the franchisee to have skin in the game. This is crucial for the success of a franchise system.”

Exponential Growth

Building corporate restaurants is limited to your capital, human resources, and, in many cases, geography. However, when you franchise, your brand may be growing more rapidly and in multiple markets. Once ramped up, some franchisors open as many as 20, 50, or more than 100 new restaurants a year. Michael Einbinder, founding Partner of Einbinder & Dunn, states: “Franchising restaurant concepts allows for fast growth. If you expand your brand through franchising, the investment in new outlets come from franchisees. Critically, franchising gives you an opportunity to grow in multiple markets simultaneously.”

This rapid expansion is made possible by creating a community of franchisees, all building new units simultaneously in various markets. When a new restaurant opens, it may attract the attention of other people who want to buy into your franchise system and open a restaurant.

An advertisement reading ‘Home of the Whopper is seen at a closed down Burger King restaurant in … [] Frankfurt/Main, Germany, 24 November 2014. The former Burger King franchisor Yi-Ko Holding was forced to close most of their 89 restaurants. Photo: Arne Dedert/dpa | usage worldwide (Photo by Arne Dedert/picture alliance via Getty Images)

Owners vs. Employees

In many cases, the most challenging aspect of running a restaurant is; recruiting, training, and maintaining good employees. As the Franchisor, that effort rests with the franchise owner of the individual location. Unlike owning and operating corporate locations, it’s the franchisees that have “skin in the game,” and unlike employees, they usually do a better job. Also, they can’t just quit at will because they have a vested interest in the business, usually in the form of personal cash and loan commitments. Franchisor, Charles Watson, CEO of Tropical Smoothie Cafe says: “Having franchisees who are aligned with your mission and willing to invest in their own success are critical for quality growth. You may not always have the same level of commitment from employees because their work does not impact their bottom line. Dedicated franchisees are often eager to execute the new initiatives that the franchisor rolls out systemwide to their local markets, which inevitably inspires guests to keep coming back to your concept, no matter what location is nearby. The franchisee/franchisor relationship is always evolving and is typically mutually beneficial.”

Residual, Royalty-Driven Income

As a Franchisor, your income is not derived from the operation of a restaurant. The Franchisor’s primary revenue source is a royalty payment made by the franchisee to the parent company. Also, this royalty is paid on top-line sales, not bottom-line profit. As a Franchisor, your role is to help franchisees increase their sales and increase the number of operating units. When done correctly, the Franchisor benefits, and the franchisee’s chances of higher profit through better operations and broader brand recognition are increased. The general public loves and trusts “Name Brands” and can sometimes be skeptical of the one-off mom & pop operations.  

SHENZHEN, CHINA – 2020/10/05: American fast food restaurants chain Taco Bell store and logo seen in … [] Shenzhen. (Photo by Alex Tai/SOPA Images/LightRocket via Getty Images)

Better Selling Price At Exit

Suppose you’ve built your franchise company with reliable franchisees, a tight operating model, and strict enforcement of brand standards. In that case, the chance is a potential buyer will pay a higher price based on a multiple on your profits. All too often, non-franchised restaurant owners sell their corporate-owned restaurant chain at a price based on two or three times multiple of their bottom line profit. However, many investors, particularly private equity firms, are attracted to franchise companies whose revenue is driven by royalties.

According to Michael Einbinder: “Many franchisors build their concepts with the ultimate goal of creating value in the long term for an exit.  In the last several years as private equity firms have become more involved in franchising, the trend has been that the multiples paid on franchisor EBITDA are higher than on company operations.”

Investment firms are often willing to buy based on a multiple double and sometimes triple that of an independent restaurant chain. Why? Because unlike profit earned by restaurant operations, royalty driven profit is virtually endlessly scalable. Franchisors usually have a lower operating cost with less overall risk compared to corporate-owned chain restaurant companies.

Closing Thought

Although each owner has their own reasons to franchise a business, these are the key motivators why restaurant owners franchise their concept. However, franchise companies are not without unique challenges. There are numerous other considerations, such as the cost to set up and maintain legal compliance, marketing & the cost of recruiting new franchisees, franchisee relations, and developing a unique skill set as a Franchisor. We’ll cover that other side of franchising in another article.

From Franchises in Perfectirishgifts

[bearishmitch]

Subros: In-Line Q1-FY19, Maintain Buy, Several Levers of Strong Earnings Growth, High Mgt Pedigree

Background

Established in 1985, Subros is the Largest Air Conditioning company in India with a 40% market share in Passenger Car AC. Its current shareholding is as follows – (Promoter family Suri’s - 40% stake, Japanese Partner Denso - 13% stake, Suzuki Japan - 13% & Public - 34% stake).

Its operations are spread across 6 manufacturing locations (1 unit each in Manesar, Pune, Sanand, Chennai, and 2 units in Noida). It has recently expanded its manufacturing capacity from 1.5 mn units p.a. to 2.0mn units p.a. (increase of 33% YoY). Subros had last scaled up its manufacturing capacity from 1.2mn units p.a. in FY11 to 1.5mn units p.a. in FY12.

Passenger car AIRCON accounted for ~87% of FY17 revenues with Engine Cooling Module and Bus AIRCON accounting for 2~ each, Rail was at 0.55%, Trucks at 0.2%, Tractors and Home ACs each at 0.1%.

Over the last 2-3yrs the company has been trying to diversify its revenue profile and is targeting non-car segment to reach at least 25% of sales by FY21.

Mgt. target as per recent presentation –

  FY17

FY18E

FY19E

FY20E

FY21E

Revenue from Car AIRCON

89.3%

89.3%

82.8%

78.0%

76.5%

Revenue from Non-Car AIRCON

10.7%

10.7%

17.2%

22.0%

23.5%

 Subros is the market leader in Passenger AIRCON with ~40% share; other significant players are – Hanon – 26%, Mahle Behr – 14%, Denso – 9%, Sanden – 7%.

Subros has an impressive list of customer profile –

Passenger Car segment – Maruti Suzuki, Denso, M&M, Tata Motors, Renault Nissan, Suzuki, Japan

CVs – Tata Motors, Force Motors, Daimler, Denso, SML Isuzu, M&M, Ashok Leyland

Railways – Medha, Indian Railways, Bombardier

Home AC – Whirlpool

Maruti Suzuki though accounts for a lion’s share ~75% of its revenues.

Product Range of Subros is as follows –

Car Aircon – Compressors, HVACs & Evaporator, Hose & Tubes, Condenser

Engine Cooling Systems – Cooling Module, Oil Coolers, CAC

CVs – Bus ACs, rail ACs, Truck ACs & Truck Blower

Home Ac – Condenser, ODU

Industry Opportunity

Automobile Industry demand drivers –

Rising disposable income, young demographics driving automobile demand

Greater availability of credit & financing options

Strong growth in exports & improved infrastructure

Goal of establishing India as Auto hub

R&D focus – GoI has set up technology modernization fund

Policy – FDI investment

The above implies -  rising investment from domestic and foreign OEMs, greater product innovation & market segmentation, demand projected to remain strong in-line with the GDP growth.

FY15

FY16

FY17

FY18

FY19

FY20

Industry Size (mn units)

3.22

3.47

3.78

4.16

4.66

5.22

YoY

8%

9%

10%

12%

12%

Auto AC mkt. (mn units)

3.04

3.24

3.44

3.91

4.43

4.96

YoY

6%

6%

14%

13%

12%

% share of AC

94.5%

93.4%

90.9%

94.0%

95.0%

95.0%

 Market Challenges –

Market challenges – Luxury specs in economy cars – high quality / low cost + Rapid new launches.

Market recall.

Technology upgradation in line with OEM expectations – quality built into processes + high productive line set-up.

Rationale & Outlook 

  Past

Outlook

Topline

Last 2yrs Revenue CaGR at 15%. Sales grew 28% YoY in q1-FY18 & 14% YoY in q2-FY18

15-20% CaGR through FY17-21.

Drivers –

Sustainable competitive advantage in Passenger Car AIRCON – growing demand, key customer Maruti Suzuki is on a strong competitive footing.

EBITDA Margin

Has hovered in the 11-11.5% range since FY14.

Mgt. targeting 400bps margin expansion through FY21 led by cost rationalisation, operating leverage and mix

PBT Margin

PBT Margin improved from 1.7% in FY14 to 2.6% in FY17 and a sharp increase to 4.24% in HY-1-FY18.

Aided by decline in interest expense on back of deleveraging.

Net Working Capital days

Working capital intensity lowered from 31 days of sales in FY14 to 16 days of sales in FY17.

Efficient mgt. of inventory & creditor cycle in particular – mgt. targeting further improvement.

Asset Sweating

Asset sweating has improved from 2.4xs in FY14 to over 3xs in FY17 and further to 3.7xs in HY-1-FY18.

Asset sweating is likely to steadily improve driven by efficient capacity utilisation.

RoCE

RoCE improved from 9% in FY14 to 12% in FY17 and further to 17% in HY-1-FY18.

RoCE to witness steady expansion and head north of 20% in near-term aided by better asset sweating and EBITDA Margin expansion.

CAPEX

Rs. 1100 mn in FY14, Rs. 960mn in FY15, Rs. 680mn in FY16, Rs. 600mn in FY17 and additional Rs. 800mn for fire reinstatement.

As per mgt. guidance. To be funded largely from internal accruals.

New Biz. segments

Opportunity

Mgt. Guidance

TRUCK AIRCON

Govt. has notified that all N2 (3.5 to 12T) and N3 (above 12T) category vehicles will be equipped with air conditioning system or ventilation system w.e.f. Jan-1-2018

Mgt. est. Revenue potential as follows –

FY18 – Rs. 380mn

FY19E – Rs. 1420mn

FY20E – Rs. 1630mn

FY21E – Rs. 1760mn

  Note – details of customer-wise order book to support the above est. have been provided by the Mgt. in its Dec-2017 presentation on slide-32.

RAILWAY AC

Opportunity in railways – 37000 coaches

2000 new metro trains

Subros is targeting 25% share of business in railway & 10% share of business in Metro – targeting revenue potential of Rs. 1500mn in 3yrs.

TRANSPORT REFRIGERATION

Rapid urbanisation & evolving food consumption patterns.

Pharma cold chain logistics represent an emerging opportunity.

Strict regulatory compliance & costs, leading to increase in demand for cold chain transport infrastructure.

Domestic market for refrigerated container services is yet unexploited.

Upcoming regulation of compulsory air conditioning for driven cabins to boost demand.

Subros is targeting 10% share of business – with Rs. 1000mn revenue potential in next 3yrs. Subros is targeting vehicle engine & diesel engine segments.

Home AC

Market is est. to reach 65 lac units by 2020, 13% CaGR.

Very few IDU manufacturers in India.

Home appliances manufacturers prefer multiple suppliers.

Price point will be a major factor for customer acquisition.

Increasing real estate & infra development activities across all major sectors.

Subros is targeting 20% share of business among all products – expecting revenue potential of Rs. 1000mn in 3yrs.

https://www.smartkarma.com/insights/subros-in-line-q1-fy19-maintain-buy-several-levers-of-strong-earnings-growth-high-mgt-pedigree?utm_medium=feed&utm_source=RSS

[robertmcase-blog]

ROBERT M. CASE 

Palm Beach Gardens, FL 

rcase31@aim.com 

https://www.linkedin.com/in/rcase1/ 

President / C-Suite Executive

Medical Device / Diagnostics / Pharma / Consumer

Strategy / P&L / Innovation / Restructuring / M&A / Commercialization 

Profitable growth executive with over 20 years of progressive senior-level executive experience across multiple healthcare disciplines, including pharmaceutical, consumer, medical device and diagnostic divisions. Successful in delivering revenue and EBITDA growth for large multi-national, private equity and privately-held companies. Demonstrated strategic and business leadership with full P&L responsibilities in multiple industries. 

Purpose Driven Leader adept at envisioning future state of healthcare, understanding trends and adapting to market shifts to position organization for sustained growth in market share. Designed and executed strategies that produced financial and operational turnarounds across career. 

Powerful Communicator and Collaborator skilled at creating a positive and innovative workplace, driving an engaged team which is aligned on the vision and produces positive results. Sets clear expectations and accountabilities, communicates results, celebrates teamwork and inspires success. 

PROFESSIONAL EXPERIENCE 

BRADY CORPORATION, Milwaukee, WI 2012 - Present

Brady Corporation is an international manufacturer and marketer of complete solutions that identify and protect people, products and places. Brady employs approximately 6,400 people in its worldwide businesses with fiscal 2016 sales of approximately $1.12 billion. 

Global President, Valencia, CA (2014 - Present)

Selected by the Board of Directors to join the company as part of the CEO succession plan and asked to manage critical deficiencies with FDA compliance, a failing acquisition and a dysfunctional culture. Responsible for improving day-to-day commercial operations and turning around an underperforming business lacking customer focus, market and technological innovation, quality systems, modern manufacturing and human capital management. Responsible for the fully burdened P&L for five business units within the Brady Corporation, with a combined annual revenue of $240M, with executive management committee status and responsibility for all aspects of strategic planning. Organization consists of approximately 1,600 team members across fifteen commercial locations and seven manufacturing facilities in major markets within and outside the US.  

Evaluated overall business performance uncovering significant market share and volume loss.  Implemented comprehensive employee engagement and customer satisfaction surveys that defined issues within product development, complaint handling, field service and pricing.  As a result of the inherited issues, restructured sales, marketing, training, customer service, research and development and channels are accomplishing the following:

•          Refined the PDC global healthcare strategy to better capitalize on opportunities following ACA reform.

•          Developed a highly leverageable hybrid commercialization model with a proven track record of success driving product into the healthcare market.

•          Implemented new Oracle ERP system, including custom-built “front-end” that aligned with organizations sales model.

•          Established new executive leadership and developed a global strategic plan to generate top line organic growth.

•          Increased investments, sales, and opportunities outside of North America, accounting for 20% of total revenue.

•          Accelerated innovation by developing co-located R&D capabilities throughout the platform.

•          Redesigned customer experience procedures to increase daily customer touch points and interactions through implementing Lean Daily Management to measure effectiveness.

•          Significantly increased operating profits from 2014 to 2017 by improving customer focus, increasing resource leverage and improving manufacturing efficiencies across the platform.

•          Total Company top line revenue is showing positive organic growth and outperforming the market category. 

PRECISION DYNAMICS CORPORATION, San Fernando, CA, (acquired by Brady Corp) 2010-2012              

A global market leader in patient identification and labeling systems solutions that enhance all critical department functions from admission to discharge.  PDC Healthcare's positive identification and patient safety solutions help providers to improve the safety and care of patients at critical points in the delivery of care to improve clinical outcomes and enhance the overall patient experience. Our solutions also help organizations to improve operational efficiencies and financial performance, while maintaining compliance with important patient safety regulations.   

Vice President, Worldwide, San Fernando, CA, (Precision & Brady Corp) (2010—2014)

Primary responsibilities focused on the commercial integration and successful merger of three portfolio investment companies. In addition, directly responsible for the fully burdened P&L and general management of the ~$170MM North American healthcare business including sales, marketing, customer service, account management and R&D product development.

•          Successfully integrated three competitive companies as part of a strategic roll-up. Integration efforts included  functions across sales, marketing, manufacturing, information technology, R&D,HR and finance roles

•          Developed and implemented a strategic plan for the integrated companies which included new company mission, guiding principles, and new corporate branding

•          Created a single, unified organization, while presenting minimal impact to customers.

•          Designed new organizational structure and job mapping to bring clarity to team members’ jobs across all areas of the organization

•          Consolidated and relocated the interim state North American Healthcare Sales, Marketing and Customer

Service locations, including the transitioning of co-located essential business functions to Southern California and Tijuana.

Special Project:

Integral role in the sale of the business to NYSE Brady Corporation including preparation of materials, management presentations, and diligence preparation. RESULT: business sold within 2 years of purchase at 9x EBITDA and a sale price of $300M, representing the largest acquisition ever made by the Brady Corporation. 

JOHNSON & JOHNSON, New Brunswick, NJ 1989- 2010

World’s largest and most broadly based in Human Health Care with a focus on the full continuum of care—prevention, diagnosis and treatment in the global health care marketplace. 

LIFESCAN, INC., Milpitas, CA (a Johnson & Johnson company) (2002 – 2010)   

A patient centric global medical device diabetes market leader focused on consumer & hospital diagnostics, drug therapy delivery systems, and healthcare professional education.

Vice President, U.S. Sales, Milpitas, CA (2006—2010)

Responsible for developing strategic and operational initiatives, leading a staff of over 600+ personnel and drive overall sales results for this $1.2B US organization with $135M operating budget. Functionally responsible for all organizational activities and management of employees engaged in sales, marketing, strategic and annual business planning, brand/life cycle management, key opinion leader and stakeholder relationship development, sales operations/training, reimbursement and strategic account management.

•          Corporate Development and Strategic Alliances supported deal development and selected to provide general management and commercial responsibility leadership for the $150M strategic alliance with Medtronic Diabetes. Exceeded all deal expectations and performance metrics.

•          Captured and sustained major competitive market advantage, delivering market share growth of over 8.9%, sales growth of  +10% in a declining category and +10% increase in after-tax profits by devising customized approaches for unique users including specific contracting channel strategy.

•          Maximized sales efforts by launching paperless and wireless “go green” initiative, a sales force automation tool which optimized effectiveness through accurate sales call reporting, sample tracking, account information, improved message-to-market speed and e-detailing capability. Saved over $2M per year following implementation.

•          Dramatically accelerated demand generation by increasing presence in traditionally weaker HCP/Retail pharmacy pockets. Exceeded over 50% market share in called-on physician targets by leading 102-person sales force expansion.

•          Drove greater regional efficiency by spearheading major sales redeployment, focused on specific geographic go-to-market approach vs. targeting all sales on a national marketing level. Resulted in increased sales and significant cost savings. 

Field Sales Director, New Orleans, La (2002 to 2006)

Led nation in every category metric for three consecutive years; achieved number one area ranking for same three years. 

JOHNSON & JOHNSON HEALTH CARE SYSTEMS, Piscataway, NJ 1999 - 2002

A Johnson & Johnson company, providing account management, contracting, supply chain, and business services to hospitals, group purchasing organizations, health plans, pharmacy benefit managers, employers, and government health care institutions. 

Corporate Account Director

•          Designed strategic plans for all accounts including seven decentralized JNJ operating companies.

•          Successfully negotiated preferred contracts for 11 strategic J&J products across multiple therapeutic categories including gastrointestinal, oncology, pain management, injectable and central nervous system disorders.

•          Managed nation’s largest managed care insurer, generating net contracted sales growth from $48M to over $220M.

•          Recognized by Aetna as 2000 & 2001 Account Director of the year. 

JANSSEN PHARMACEUTICA, Titusville, NJ (1989-1999)

A Johnson & Johnson company, offering a wide range of therapeutics, including products for attention deficit hyperactivity disorder (ADHD), general medicine (acid reflux disease, infectious diseases), mental health (bipolar I disorder, schizophrenia), neurologics (Alzheimer's disease, epilepsy, migraine prevention and treatment), pain management, and women's health. 

Marketing Product Director, Titusville, NJ (1995-1999)

Specialty District Manager, Raleigh, NC (1992-1995)

Sales Representative – New Orleans, LA (1989-1992) 

EDUCATION / PROFESSIONAL DEVELOPMENT 

Bachelor of Science in Marketing - Nicholls State University, Thibodeaux, LA

Six Sigma Green Belt Certified

Certified in Leadership Development - Kellogg School of Management, Northwestern University, Evanston, IL

Certified in Strategy and Management - The Wharton School, University of Pennsylvania, Philadelphia, PA

Certified Public Speaker 

COMMUNITY / PROFESSIONAL ORGANIZATIONS/ AFFINITY GROUPS 

Lifescan, Management Board

Precision Dynamics Corporation, Executive Leadership Team

Brady Corporation, Executive Leadership Team

Technology Sub Committee, Team Member

Women’s Leadership Alliance – Executive Sponsor