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Ken Langdon Resume 09
- 1. Ken Langdon 168 Fairway Overlook Drive Acworth, GA 30101 Home: Home 770-529-8555 Business: 770-500-4728 Business Development & Sales Management Sales Training  Public Speaking  Communication Skills  Performance Metrics  Customer Loyalty  Productivity Improvement Process Reengineering  Employee Retention  Strategic Partnerships  High-impact direct sales team leader valued for start up expertise — took over as Region Manager for Emser Tile of newly aligned territory in December 06 at a time that the building trades market was in free fall. Specialized in the recruiting, hiring, training, and continuous coaching of an outside sales team new to the field. Put in place processes to create accountability and to insure customer satisfaction. Succeeded in increasing first year business by over 40%  Strong background in sales, operations, and process reengineering — created a professional selling culture at THE HOME DEPOT, known for product, price and customer service, but not professional selling skills – changed the culture, created process, tools, scorecards and training materials, obtained buy-in across the entire organization, and increased average sale by more than 20% within two years. Professional Summary EMSER TILE AND NATURAL STONE, LLC, Los Angeles, CA 2006 – 2008 Leading importer of ceramic and porcelain tile and the #1 importer of natural stone. Regional Manager, Southeast US, 2006 - 2008 Report to the Senior VP of Sales, Marketing and Operations. Manage 11 direct reports. Had total P&L for all business east of the Mississippi River. • Produced a first year comparative branch increase of more than 32%, ranked #1 company-wide. • Developed and deployed a Regional Sample Warehouse to support merchandising efforts of outside salespeople; reduced customer lead time from three weeks to one for sample requests. • Partnered with the VP, HR to develop the Outside Sales Training and On-boarding Manual, and the Branch Manager and Operations Manager On-board training manual; cut first year turnover 50%. • Recruited, hired and trained four Operations Managers (OMs) and five Territory Sales Managers (TSMs); the four OMs reduced expenses and shrink in the first year by approx $600,000, and the five TSMs increased first year sales by approximately $200,000 each. THE HOME DEPOT, INC., Atlanta, GA 2002 – 2006 World’s largest home improvement retailer and 13th largest S&P 500 company, with annual revenues of $92B+. Senior Director of Showroom Sales, 2004 - 2006 Reported to Senior VP. Oversaw 23 direct reports and a $26.5B sales plan. Directed all showroom sales and associated products, such as kitchens, appliances, millworks and flooring, for 1,850 US-based stores. • Grew first year sales ahead of company average; increased the average sale by 8.1%.Developed and deployed all Selling Specialist Training and Curriculum for 30,000 Sales Associates. • Created and implemented multiple Selling Tools and Videos for product knowledge and sales skills. • Redirected the company private label credit card initiative; reversed negative 15%-to-plan to a positive 20%-to-plan in under six months. • Repositioned the company initiative for extended service plans; produced a YoY growth of 65%. • Developed operation tools to measure staffing and scheduling of showroom associates; matching dedicated, trained associates to customer traffic patterns raised customer service scores 20%+. • Initiated measurement tools for sales, productivity and average sale at the associate level; created heightened associate competition, provided a mechanism for individual achievement, recognition and reward and fostered retention of high- value associates.
- 2. Divisional Sales Manager, Dallas, TX, 2003 - 2004 Reported to Divisional VP. Served as category sales manager for Kitchens, Bath and Appliances for 250 stores, with bottom line accountability for over $2 billion in sales. • Developed in-stock metrics for major categories and partnered with vendor supply chain to establish basic inventory requirements for the TX market, which differs from the rest of the US by the majority taking appliances home themselves at POS; produced a 44% increase in YoY business. • Collaborated with Divisional HR to establish basic staffing for Kitchen/Appliance Showrooms. • Partnered with Atlanta-based merchants to effect assortment and mix along with in-stock parameters for appliances. Divisional Sales Manager, Boston, MA, 2002 - 2003 Reported to VP. Served as the first dedicated new appliances category sale manager for 125 stores, with $110 million in sales. • Worked with senior and mid-level management to develop the market plan for the new category; partnered with Atlanta- based merchants to establish adjacencies (product floor location blueprint), POGs ('plan-o-gram': schematic showing exact retail product location on a shelf, peg hook or floor), signing and fixturing for the new category – helped create and publish POG information for all stores. • Created training materials for Store Managers and their Assistants for the new category, later rolled out chain-wide. • Increased departmental penetration from 14% to 20%. • Directed the highest gross margin division in the nation for appliances. BEST BUY, INC., Richfield, MN 1999 – 2002 Leading specialty retailer of consumer electronics and Fortune 200 company, with annual sales of $31 billion+. General Sales Manager – Framingham, MA, 1999 - 2002 Reported to the District Manager. Recruited to open the New England market. Hired and trained additional managers at diverse locations. Hired over 200 associates and managers. • Presided over the Worcester Grand Opening in November 1999, which was the highest grand opening sales record in company history; the first-year revenue of $50 million exceeded forecast by $15 million, the margin was above company average and first-year profit twice the national average. CALDOR, INC., Norwalk, CT 1992 – 1999 Leading regional discount department store with $4 billion+ in sales. Merchandise Manager, Homelines/Hardlines Reported to Vice President of Merchandising. Managed the following category departments: sporting goods, seasonal, housewares, hardware, health and beauty aids, toys, food, and automotive. Total revenue responsibility was $400 million. Directed the planning and coordinating of all merchandising and visual functions for 85 stores. Managed inventory levels for both basic in-stock and ad. Coordinated freight flow for seasonal sets. AMES, INC., Rocky Hill, CT 1987 – 1992 Leading regional discount department store with sales of more than $3 billion. General Sales Manager Reported to District Manager. Assigned to multiple locations, including the District Training Store. Promoted four Store Managers and four Assistant. Store Managers. • Attained highest gross margin in the entire company (371 stores) in FY'91-'92. • Achieved #1 Men’s and #1 Ladies department revenue and gross margin FY'91-'92. EDUCATION B.A., Public Administration, Rutgers University, New Brunswick, NJ 1985