Throughout the six and a half years with Superior Glove my personal growth in Territory management expanded to include various geographic scopes: local, regional, national, and international, in both distributor/wholesaler and consumer markets. This (industrial) sales process is one that once en route to, at, and with the Customer, facilitates the company's products and or services through to its exhaustion and its post purchase analysis and brand name values.

I am very grateful that Superior Glove was and is committed to their customers. Representing our company to major corporations, I was given whichever resources necessary to serve the Customer, to ensure the ever-growing foundation for successful partnerships. When you have this essential trust in your abilities placed upon you, the sense of ownership is strong. The passion to provide respected counsel among the Quality Teams c/w prototypes and data, ensure proper delivery while respecting lead times and effectively promoting and building our brand names was always at the forefront of our investment. "The freedom to do whatever it takes" warranted me to share with industry (versus Customer specific) counsel on specialized hand and arm protection. In the same light this freedom also required me to drive through snowstorms to ensure timely delivery and keep their production lines running.

Just as a company's output or product(s) and or service(s) is the sum of it's total inputs and processes, so too is creating an exceptional flow of the sales process in relationship and account management:  very important in adding value and solidifying partnerships. People buy from you because, one, they like you, and two, they know you will satisfy their related need(s). As the liaison with the Customer it is essential in understanding their needs and to learn about their processes and it's relation to your product offering(s). Part of my mission was to maximize value by providing counsel to best utilize our product(s) and to communicate this information to those decision makers in the partnerships.

While relationship management is an integral part of account management, to develop and ensure the epitome of a healthy long-term partnership, I made it my focus to influence and instill a high degree of trust in myself and in Superior Glove: Trust in terms providing the perception that Superior Glove would be an essential and valuable part of their process(es). In this way I believe that one can firmly entrench oneself into the account. My experiences with Ford, Honda, and Magna accounts also encouraged brainstorming sessions which would lead to out-of the-box thinking.

This "sale-ing" adventure was, and is, on the leading edge. It is estimated that 65% of PPE (Personal Protection Equipment) is hand and arm related. Working in companies with resources of multi-million and multi-billion dollar companies enables us to tap our marketing initiatives into the organizational synergies, which is vital to building momentum. The primary emphasis of my cost-savings vision was that these resources were, in a sense, ours to effectively utilize for the benefit of our companies. To access our company's resources I had to report my findings first to the Superior Glove management , and then if necessary our prospective actions to the Customer's management and related personnel. Knowing our capabilities and understanding the costs of utilizing our resources allowed for promoting these prototype developments and trials. Sales responsibilities included finding innovative ways to assist our customers' in their quest for cost-savings, which provided us with the vehicle to add-value in our supply relationships, and thus help us in to gain the crucial competitive edge.

In the spirit of teamwork, Superior Glove delivered an effective sales process, while sharing our specialized product and process knowledge and resources. The team depended on me to report valuable customer and market information and ensure "loyal" customer relations. Our customers' Cost-savings Team relied on me to contribute in discussions and provide the resources of Superior Glove to respond to addressing their needs.

In my Customer relationships I encouraged an open-door-policy: my door was always open (24 hours/day/7days/week/year). While our products were gloves and related PPE, we were really selling the benefit of supplying them with resources that could determine their production levels and in fact becoming a determinant of keeping their production lines going. This dedication of ensuring this together with my genuine desire to help achieve related cost-savings, endeared me with the Customers. Signs of this would be when they would advise me of competitive information: a threat or an opportunity.

While other account maintenance responsibilities of inventory control, accounts payables etc. were also part of the learning, one concept was reinforced within my values as they relate to the successful sales process. I have seen instances in industry where employees will retain customer information to either hide unsuccessful tactics or in an attempt to maintain their "power- position". If for example things do not turn out the way you had planned or wanted, then it is best to bring it forward and deal with it, as a team, and now sooner than later. My style was and is to advance communications between all parties.

It was always central to my activities to strategically disperse information that was critical to the growth of the company (and the Customer when warranted): The company must be strong to provide the supply resources. In this environment the all-win mindset could be encouraged and realized.