Twelve years leading teams and running operations for a national company, from the sales floor to a multi-site territory, plus field logistics and leadership work overseas. Built and promoted people, owned the P and L, and yes, beat the number: a store grown to $1.5M past a $1.1M budget, a $2.5M territory at stronger margins. The through line is leadership, not just sales.
Give a team a good leader and the targets tend to take care of themselves. The work that lasts is the quieter kind: developing people into managers, building a crew that can run without you, and being the one who steps in when the problem is on the floor or in the field. Everything on this page grew out of that.
A new store, launched from nothing. Two budgets set, two budgets beaten. The gap between the plan and the result is the work.
Started as an assistant manager and moved through five roles to a $2.5M commercial sales territory, promoted to sales representative a step ahead of the usual track along the way. Every role added scope, a bigger book, and a harder number to beat.
Launched a store and took it past a $1.1M budget to $1.5M in year one, earning President's Trip. Held gallon sales steady across three stores through the 2020 downturn for the Masters Award. Supported 75 store managers the year the district was named District of the Year, and developed teams that sent 15 people on to run stores of their own.
The through line is simple: commercial and contractor accounts grown, agreements negotiated and won from competitors, margin improved, and people brought along for the promotion.
The strongest parts of the record are not on a sales report. Field logistics in hard places, teams trained across cultures, and an education built around people and how they work together. It is why this experience carries cleanly into operations, mission-driven, and field or outdoor leadership, not only sales.