I love to stand in front of customers and present strong solutions that will help solve pressing business problems. I’ve made more than 200 new business presentations, and, along the way, I’ve built strong relationships with my customers, who appreciate my commitment to helping them achieve measurable results.

Financial Services Pitch, value $1.5 million — sold. I served as the new business development team lead on this pitch for a targeted campaign to increase loan volume for an audience of 10,000 Finance & Insurance Managers. The offer included integrated communications with print, web and social elements. After several rounds of elimination and pitches to multiple audiences within HSBC, our team was chosen. This was a conquest account, and this sale led to an increased volume of sales throughout the organization.

Integrated Dealership Reward & Recognition Platform Pitch, value $4 million for nine-year agreement — sold. This was a breakthrough sale to KIA after more than three years of development effort. The recommended solution featured an online portal for an audience of 10,000 sales, service and parts employees, with multiple promotions running concurrently. I was at customer meetings from the first sales call, and was the driving force for development of the concept for eventual presentation and sale.

Customer Satisfaction Initiative Pitch, value $4 million, renewable annually — sold. This initiative was designed to address Toyota’s plummeting Customer Satisfaction Index (CSI) scores, especially when compared to their Lexus division. I led a team that competed against 10 other agencies for this full-service offering that included qualitative and quantitative research, in-dealership and online training, an interactive social platform for participants and recognition for top achievers. This sale expanded our base of business within the account.

Financial Services Pitch, value $2.5 million — sold. As the new business development lead on this project, I spearheaded a two-year effort to engage the customer in dialogue, begin the presentation process, and finally land the business. The client contact turned over four different times during this process, and there was a change of sales reps mid-stream. As the one constant to oversee the development process, I proactively kept the idea for this initiative in the forefront.