A talented business professional with extensive leadership training, education, and business experience. Adept at working with an array of people and creating the rapport required to build trust, confidence, and produce extraordinary results. A goal-oriented individual that is organized, highly motivated, and a detail directed problem solver. A performance-driven leader illustrated by notable success in delivering impressive results and influencing diverse teams. Strengths include: ability to direct complex problems from concept to fully operational status and develop initiatives that support organizational growth, improved productivity, and increased profit margins.
Field Account Manager (FAM)11/2008
to Current Pepperidge Farm – Atlanta,
Responsible for penetrating Publix divisional management, improving in store selling, communicating with the operations team, and creating presentation templates for the Publix FAM team.
Responsibilities include scheduling quarterly meetings with the Director of Merchandising and Publix district managers, attending store manager meetings and grand openings, assisting DSMs with store resets, securing divisional support for Publix programs, conducting 3 DSM work withs per quarter, 1 SDA route ride per half, 10 store audits per week, attending 3 SDA meetings per quarter, sending weekly SDA HH reminders, tracking FAM weekly results, and assisting with Publix Corp responsibilities.
Spear headed display tracking process that that changed the culture of the organization and helped drive profitability, minimize stale, & improve display execution in store.
Increased snack sales by 18.8% (+12.8% vs AOP) and ticket count by 12.9% (+7.9% vs AOP) Increased bakery sales by 15.0% (+9.0% vs AOP) and ticket count by 1.7% (-4.3% vs AOP) Increased Cracker % ACV any display vs PY +12.57% and grew base by +3.08 Increased Cookie % ACV any display vs PY +7.6%, grew base by +3.61, & $ share by +.45 Increased Bakery % ACV any display vs PY +36.3%, grew base by +2.51, & $ share by +.63 Developed sales and operations scorecards to measure effectiveness on display execution, account calls, and stale management.
Improved in store selling by creating a report that communicates retail sales, profits, missed profit opportunities, and annual profit potential for stores with display vs.
without QUINITTA I.
SHUMPERT PAGE 2 Improved SDA engagement by creating a report that communicates commission earned, missed commission opportunities, and annual commission potential with or without display support on promotions Helped drive profitable growth by analyzing net sales on all bakery promotions to develop creative solutions to minimize stale Completed 22 DSM work withs, sold 316 displays, placed 23 bakery racks and 20 2oz racks, attended 16 SDA meetings, 6 Publix DM meetings, 3 DOM meetings, and secured an incremental 87 feet (linear) of bakery space and 144 feet (linear) of snacks space (FYTD 2010) Pioneer Award Recipient F'09.
Unit Sales Manager07/2008
to 10/2008 Pepsi Bottling Group – Athens,
Responsible for 3 Sales managers, 3 Account managers, a Warehouse manager, a Fleet mechanic, a Route Operations Manager, 50 hourly employees, and 3 Administrative assistants.
Annual Operating Plan includes responsibility for $32MM in revenue and $700M in operating budget.
Achieved $200M in cost savings in sales and delivery YTD Achieved $68M in cost savings in operations YTD Achieved $.10 growth in net price for Q3 Increased management productivity by implementing a planned work week.
Territory Sales Manager09/2007
to 07/2008 Pepsi Bottling Group – Athens,
Responsible for 6 Large Format (grocery) Customer Representatives (CR), 4 Merchandisers, and a Relief CR.
Increased sales by 20.7% and revenue by 20.1% to $22.8MM in 2007 Improved customer service metrics by 57.9% by increasing order quality and service frequency TSM of the Year award recipient President's Circle of Excellence Award recipient 1st recipient of the Presidential Commitment Award Customer Connect Award recipient.
to 09/2007 Pepsi Bottling Group – Stone Mountain,
Responsible for 100 retail and convenience accounts.
Responsibilities included sales volume, product ordering, display execution, new item distribution, achieving route objectives, and improving customer service metrics.
Increased sales by 5.6%.
Period Winner for periods 8 and 9.
Rules of the Road recipient-"Act now.
Do it today.
B.A: Business Administration Marketing and Logistics & Transportation1 2004University of Tennessee-
TNBusiness Administration Marketing and Logistics & Transportation