ALBERT J.

FLYNN III
1705 Kings Court
Wall, NJ 07719 (732) 681-0576
afc95538@westpost.net
DYNAMIC SALES LEADER
Results-Charged Career Is Highlighted By Success In:
Sales, Marketing, Increased Profitability, Strategic Planning, Partnerships, Ope
rations, Re-Engineering & 6 Sigma

*Senior Sales Leader (Multi Channel)

*Vision, Strategy, Execution & Leadership
*Strategic Planning
*Solution Selling, Cross Selling & Up Selling
*Training, Team Building, Coaching & Mentoring
*Customer Service, Loyalty & Retention
*Sales Force Automation
*Call Center Management
*P& L Management & Business Operations
*National Accounts
*Start-up, Growth & Change Management
*Budget Preparation & Management
*Process Reengineering
*Productivity Improvement
*Operations & Back-Office Excellence
*Six Sigma Black-Belt (Industry Certified)
*PAC (Political Action Committee)
*Global Diversity Advocacy
*SAP (Order-to-Cash)
*Enterprise Resource Planning
My Sales & Marketing Leadership Abilities & Experience Ignite Organizati
ons, Drive Revenue & Operational Efficiencies and Increase Bottom Line Results
Career is distinguished by an exceptional record of sales leadership, management
performance and achievements in delivering results that enhance corporate value
. Strong drive for success, lead by example, able to execute decisions, "make t
hings happen", and do what it takes to get the job done. Team player with stron
g mentoring, coaching and motivational skills, with a good eye for talent. Extr
emely passionate, friendly, sincere and ethical. Career highlights:
*Increased margins by 23.5% in the worst economy since the great depression
*Benefit realization of $33 million over 5 years by leading SAP "order to cash"
team
*Reduced company expenses $15 million per year by re-engineering processes, busi
ness rules & operational flow
*Increased revenue 11% by implementing sales strategies, reengineered processes
& shared service support
*Generated an incremental $10 million in revenue with 72% margins by implementin
g solution strategies
*Named "Top 40" Carriers in US; Grew business from start-up to generating first
year revenues of $12 million
*Developed & Launched "Best Product of 1994" named by Time & Business Week magaz
ines
*Tripled company revenues from $6 million to $18 million, expanded subscriber ba
se from 39,000 to 160,000
PROFESSIONAL EXPERIENCE
Smart Karton* Worldwide, LLC. (DBA: Smart Karton* North America), St. Charles, M
O 2008 to Present
Smart Karton* provides a full range of solutions surrounding customized packagi
ng, logistics, and distribution solutions to medium and large companies enabling
enterprise wide benefits. Smart Karton's technology is patented in 126 countri
es and currently has operations the United States and Europe.
Sales, Senior Executive
Senior sales executive accountable for a multi million dollar revenue engine, ge
nerated from a multi-channel sales model. Charged with leading and providing st
rategies for driving sales revenue, market share & expansion, increased profitab
ility, marketing, insides sales, recruiting, customer service, sales force autom
ation, call center, operations, process re-engineering, with full P&L responsibi
lity.
*Successfully negotiated a strategic partnership with an $8.5 billion company re
sulting in a scalable national infrastructure for; 1) equipment manufacturing 2
) service support 3) US finished goods 4) Sales & Marketing
*Increased margins by 23.5% through increased sales, process re-engineering, con
tract negotiations & robust CRM
*Created multi-year business plan and executed company vision, strategy & tactic
al plan for expansion
*Deployed Six Sigma DMAIC process to re-engineer enterprise wide order managemen
t from "order to cash"
*Formed new entities and organizational framework of global structure to support
sales strategies and opportunities
*Major focus surrounding sales support and infrastructure, six sigma process imp
rovements, distribution, logistics and financial growth of the company through s
olution selling, valued added services and process improvements, all measured by
robust metrics, KPI's, visual management and monthly dashboards

ACUITY SPECIALTY BRANDS, INC., (DBA: Acuity Specialty Products), Springfield, NJ

2006 to 2008
$2.4 billion, 10,000 employee, global leader in the specialty chemicals and ligh
ting business throughout North America, Europe and Asia. Foremost provider of c
ustomer solutions and value-add in these markets.
Division Sales Vice President and General Manager
Senior sales executive accountable for $150 million in revenue generated from a
multi channel sales model, while leading over 495 sales reps and division staff
personnel. Charged with leading and providing strategies for driving sales reve
nue, increase profitability, sales & marketing, insides sales, recruiting, custo
mer service, sales force automation, call center, operations, process re-enginee
ring, with full P&L responsibility.
*Increased revenue 9% by implementing sales strategies, reengineered processes &
shared service support
*Increased Green-Link product line over 50% by introducing solution selling, cro
ss-selling and bundled solutions
*Delivered double digit growth for Inside Sales in targeted areas as an output o
f a start-up strategy from customer segmentation to implementation of a robust i
nside selling model
*Re-engineered customer service through technology and strategic alignment. Impl
emented virtual agents throughout the organization resulting in better customer
support & cost avoidance surrounding infrastructure
*Reorganized 31% of management staff within first 6 months to raise the level of
 proficiency and accountability. Results became the foundation for driving reve
nue growth, reengineering efforts and KPI performance
*Executive Sponsor Sale Force Automation; streamlined order entry portals from 8
to 1 thru re-engineering efforts
*Member of Executive Committee for SAP implementation; Responsible for "order to
cash" & future state
*Member of Executive Committee for Logistics Consolidation; responsible for self
funding delivery system

PITNEY BOWES, INC., Stamford, CT 1996 to 2006

$5.6 billion, 37,000-employee world leader in provision of integrated mail and d
ocument management systems, services and solutions.
Vice President & General Manager - Small Business Sales,
Aftermarket Sales, Customer
Retention & Six Sigma (2000 to 2006)
Senior management executive with strategic planning, budgeting, operating, marke
ting, call center management (250 agents), and P&L responsibility. Accountable
for $275 million in revenue from, sales quotas, up-selling/cross selling, mainte
nance agreements, professional services, value-based services, customer educatio
n and Six Sigma initiatives throughout the enterprise. Key focus on driving rev
enues, gross margin, cost reduction, customer retention/loyalty (1.3 million cus
tomers) and value-added sales. Manage nine direct reports.
*Implemented cross-selling strategy, increasing business by $10 million with 72%
margins in 1st year.
*Generated $2 million in recurring annual savings through successful execution o
f Six Sigma Projects.
*Grew revenue by 8%, and reduced expenses by 12% over previous years.
*Increased contributions by 11%, improved customer retention rates by 113%, incr
eased value-added sales by 40% and increased average order size by 13% over prev
ious years.
*Reduced cost per order by 5% and reduced E/R ratio from 22.1% to 5.9% in three
years.
*Co-Chairperson for Pitney Bowes Global Diversity Council (1998 to 2005); provid
ed leadership, vision and strategic plan. Developed, supported and rated busine
ss unit plans on supplier, workforce, community and general diversity. During t
enure as diversity leader, Pitney Bowes was recognized among the "Top 50 Compani
es" for Diversity in America by Diversity Inc. magazine.
*Champion for Political Action Committee Board; created budgets and contribution
criteria, determined categories and candidates to support, and worked on postal
reform issues, federal/state issues and fundraising events as a leader of Pitne
y Bowes Political Action Committee.
*Achieved Who's Who Worldwide status for global business leaders and honored in
the Pacemaker Club nine times for sales excellence; also named as Director of Pa
cemaker.
Vice President & General Manager - Business Operations,
National Accounts & Order Management (1997 to 1999)
Selected for a senior executive management position charged with responsibility
for end-to-end processing of global mailing systems business, call center manage
ment (350 agents), national accounts, state and federal order processing, order
management, process reengineering, sales force automation, annual budget, and st
rategic plan. Managed six direct reports.
*Benefit realization of $33 million over 5 years by leading SAP "order to cash"
team
*Saved company nearly $15 million annually by designing & implementing processes
that staged orders in a pending status until PO's were received and then were a
utomatically released to supply chain for shipment.
*Instrumental in benefit realization of $12 million from the re-engineering of f
ive centers to one national center of excellence and reduced staff from 230 down
to 35, by reengineering and back office conversion of legacy systems to SAP.
*Delivered electronic order submission sales automation tool, by implementing a
robust "price, quote and configuration" engine that eliminated manual processing
of orders (up to 20,000 orders per month - representing $80 million a month in
revenue).
*Reduced staff through driving a reengineering and back office conversion of leg
acy systems to SAP.
*Responsible for the oversight & management of engaged consultants: Price Waterh
ouse Coopers & Deloitte & Touche
Sales Vice President & General Manager - Mid Atlantic Division (1996 to 1997)
High-profile position providing strong sales leadership and managing all aspects
of $180 million Mid-Atlantic division (budgets, channel management, financial m
anagement, customer retention). Directly accountable for P&L performance.
*Achieved 11% revenue growth over previous year and drove a 7% increase in cross
-selling, a 12% increase in solutions selling, and a 4% increase in the average
order size.
*Introduced a sales effectiveness process promoting a robust method of tracking
business, forecasting, pipeline management, opportunities and training on a loc
al and divisional level - resulting in improved forecasting of business, increas
ed sales-closing ratios, and the ability to recognize training deficits; process
was adopted on a national level.
*Optimized opportunity and employee retention through developing a Division staf
fing model.
*Ensured robust cross-selling and up-selling opportunities by aligning focus on
system specialization.
*Supported employee development, diversity, and work-life balance by providing a
n effective succession planning platform.
*Increased Solutions Business and maximized USPS meter migration opportunities t
hrough development of a division-specific, direct-response mailing program.
*Increased utilization of electronic sales-force automation tools by providing t
echnical training.
SEIKO COMMUNICATIONS OF AMERICA, INC.; Mahwah, NJ 1993 to 1996
Start-up, technology driven wireless communications company of SEIKO WORLDWIDE,
which was the dedicated holding company with responsibility to oversee all of th
e corporation's subsidiaries and enhance the power of the SEIKO brand.
President & Chief Operating Officer
Top-ranking executive with complete decision-making authority for all aspects of
operations. Provided start-up leadership and strategic planning. Managed sal
es, distribution, new product development and launch, advertising and public rel
ations activities.
*Grew the business from start-up to 150-employee company generating first-year r
evenues of $12 million; company achieved recognition as one of the "Top 40 Carri
ers in the U.S." within two years of start-up.
*Developed and executed start-up business plan, participated in raising initial
operating capital, and established operations in four states.
*Spearheaded the development and launch of a new product (SEIKO MessageWatch) wh
ich was named "Best Product of 1994" by both Time and Business Week magazines.
*Broadened market reach and increased distribution by negotiating strategic alli
ances with other electronic and wireless product companies.
*Generated 35,000+ new customers by developing a new sales strategy and directin
g/implementing a high-impact Public Relations and advertising campaign.
*Reduced operating & marketing expenses through implementation of 3rd party dis
tribution & service strategy.
*Reduced costs of sales from $100/unit to $15/unit by selling through alternate
sales channels (dealer, resellers/jewelry chains) versus traditional direct sale
s.
*Yielded over 750 new distributors through development of successful dealer/rese
ller strategy.
*Strategically planned implementation of a national FM side-band wireless networ
k.
PAGENET; Edison, NJ 1990 to 1993
Company provides a full range of communication products/services including easy-
to-use wireless access to the Internet, email, instant messaging, and paging pac
kages
Vice President & General Manager
Given general management authority for budgets, sales and marketing, channel man
agement, incentives, staffing, training, inside sales channel, billing, collecti
ons, back office systems, engineering, inventory management, and customer servic
e. Full P&L responsibility.
*Tripled revenues from $6 million to $18 million, expanded subscriber base from
39,000 to 160,000 within 36 months and reduced bad debt from 4.1% to 2.8%.
*Developed reseller and retail distribution channels that represented 60% of com
pany's net activation. Developed contracts, instituted operating policy and pro
cedures, set pricing for equipment, services and air time, created business plan
and re-engineered a new sales force.
*Generated an increase in average yield per sale while industry averages were be
ing compressed through linking management bonuses directly to marketing, sales r
evenues, and cost of sales.
PITNEY BOWES; Morristown, NJ 1982 - 1990
$5.6 billion, 37,000-employee world leader in provision of integrated mail and d
ocument management systems, services and solutions.
Early Career
*Held the positions of Area Sales Representative, Sales Team Manager, Area Sales
Manager and Branch Manager

EDUCATION/CERTIFICATIONS/TRAINING
*Seton Hall University - BS Degree
*Boston University:
oExecutive Leadership Program
oManaging at the Enterprise Level
oERP Strategic Planning & Implementation
*Certified Six Sigma Black Belt (Industry Certification)
*Certified Six Sigma Yellow Belt & Green Belt Trainer
*Sharp Academy; Bronze, Silver & Gold Certifications
*MQC - Mail Quality Certification
*CPC - Certified Postal Consultant
*Certified Mail-Stream Consultant
*Seminars:
oChange Management (Deloitte & Touche)
oPublic Speaking
oFinancial Management
oMotivational Speaking
oPolitical Action Committee Seminars
oCultural Changes
AFFILIATIONS
*Who's Who World Wide For Global Business Leaders
*Corporate Officer - Acuity Specialty Products
*Member, Board of Directors - SEIKO Communications of America, Inc.
*Board of Directors - World On Stage/Namaskarr Foundation
*Political Action Committee - Pitney Bowes, Inc.
*Chairperson - Global Diversity, Pitney Bowes, Inc.
*American Management Association
*Sales Executive Council
*Direct Mail Association
*Postal Council
*National Diversity Conference Board
PROJECTS/TEAM LEADER
*SAP (Order To Cash Team)
*ERP (Enterprise Resource Planning Team)
*Order Management Team
*Integrated Supply Chain Team
*Cycle Time Team
*FRY Team (First Run Yield)
*SFA Team (Sales Force Automation)
*EOS Team (Electronic Order Submission)
*PAC (Political Action Committee)
*Change Management Team
*GPTW Team (Greatest Places to Work)
DIVERSITY AWARDS
*Diversity Inc. Ranked Pitney Bowes #1 in their "Top 50 Companies" for Diversity
*DIV2000.com Ranked Pitney Bowes Among "America's Top Organizations For Multicul
tural Business Opportunities"
*Asian Enterprise Magazine named Pitney Bowes one of the "10 Best Companies for
Asian Pacific Americans"
*Savoy Magazine awarded Pitney Bowes with "Excellence in Diversity"