Gloucester, Massachusetts, United States
My leadership style is driven by my contagious passion for excellence. The people I work with fully understand the mission and their role in attaining the mission. We agree upon and review the critical success factors for our business and seek constant improvement in everything we do. The key to a sales team is to find the right people, arm them with the right tools and skills, and inspire them to reach their own goals. Specialties: A senior leader in insurance distribution possessing extensive experience building a systematic approach to success by developing and implementing integrated business strategies. My experiences include P&L responsibility, compensation and recognition design, assessing and developing sales opportunities, developing superior marketing and sales cultures, change management.
Genworth Financial (2005 to 2009) • Vice President of Recruitment and Training: From 2005 to 2009 my actual title was “Sales Force Effectiveness Leader”, a vice-president level title responsible for Recruiting, Training, and Field Communications for Genworth’s Career LTC Sales Division. • Developed an agent training system for marketing and sales to be implemented by local general agencies to replace a nationally implemented training program. • Developed a web-based learning management platform to make training available to agents in detached locations. • Developed an agency-based recruiting system based on both “warm” and “cold” sources to replace an internet based, national recruiting system. • This decentralization allowed for a reduction of $1.8MM of expenses. • In 2008, Recruiting and New Organizational Development, as measured by sales from agents in their first twelve months, was up 75%.
Complete responsibility for over twenty sales offices in the Midwest Region from all perspectives including financial viability, salespower development, and overall sales growth of firms through career agents and agency-based brokerage channels. Responsible for the recruitment and development of general agents and the approval and monitoring of annual business plans using an integrated approach to developing local offices as Marketing Firms rather than sales organizations. •In the last two years in this role, agencies in the Midwest ranked highest using NEF’s Critical Success Factors ranking system and three separate agencies won the President’s Trophy, NEF’s highest award. •Five direct reports were appointed to the senior officer level at NEF/MetLife.
Responsible for Field Benefits, Agent Financing, and Sales Management Development including the design and implementation of a fully integrated sales management compensation and recognition program leading to the development of future General Agents from within the ranks of NEF. •While responsible for Sales Management Development, two-thirds of new general agent appointments were “home-grown” in development program designed and managed by me. •Redesigned NEF’s “Development Pool”, a production-driven pool of money to invest in the hiring and retention of sales managers, resulting in retention of ninety percent of sales managers from year to year. •Designed and managed a production-driven, new agent financing program and selection process that resulted in a fifty percent improvement in retention of new agents.