Marietta, GA 770-363-4890 email@example.com www.linkedin.com/in/daveaskeland
DIRECTOR of SALES
Sales leader who excels at driving new revenue while increasing customer satisfaction and loyalty. Turned around
direct and indirect telecommunications sales team performance, maintaining $50M annual sales for national
telecommunication service provider as competitors’ sales declined. Facilitates account penetration, builds
customer relationships, and surpasses targets and quotas while staying on budget with a consultative selling style,
analyzing from multiple points-of-view. Passionately strives to achieve the full potential from accounts and people.
AREAS OF EXPERTISE
Solutions Sales Management Sales & Operations Turnaround Management
Indirect / Third-party Sales Management Sales Operations Improvement
Client Relationship Management Client Satisfaction Improvement
Product Management General Manager
STERLING PAYPHONES LLC (formerly Empire Payphones, a MetTel company) Atlanta, GA
National provider of specialized public telecommunications services-$20M annual sales.
Region Director – General Manager 2006 to present
Managing day-to-day, multi site operations to maximize net operating income with limited sales and operations
resources, cut costs, and improve field service efficiency (employees and contractors). Equipment deployed in
over 6,000 customer locations (convenience store, big-box retail, travel center) in 18 states.
Led financial turn around to maximizing the value of Empire and preparing it for acquisition:
Orchestrated financial (P&L), sales, and operational turn around, positioning company for acquisition.
Formulated and implemented strategic plan and budget, extinguishing over $1M annual losses.
Restructured route operations (service, installation, and collections), warehouse operations, and logistics,
reducing field operation head count by 17% and increased up-time and customer satisfaction.
Achieved consistent profitability prior to sale (2007-profits for 11 consecutive months; sales of $7.5M+).
Based on strong financial results and field service operations capabilities, completed sale of company
providing a profitable exit to shareholders.
Oversaw post-sale integrating both companies’ sales and operations teams achieving savings of $700K.
Cost reduction and revenue improvement initiatives:
Negotiated and implemented outsourcing agreement; made IT costs variable; improved technical support.
Acting as program manager to cut LEC costs with wireless line replacement initiative.
Developed Internet access for internal systems (key performance indicator dashboard; revenue monitoring,
route management, and dispatch systems) to improve timeliness of data and productivity of remote users.
Reduced per-unit field service expense by 22% ($480K annually) by implementing productivity
improvements and developing strategic relationships.
Consolidated operations; centralized management functions to improve productivity and control, and
decrease both personnel and facility costs, saving $258K annually.
Negotiated concessions with major customers to decrease sales costs and elevate revenue-per-unit;
decreased cost of sales by $605K while increasing annual revenue per unit 6% (from $1164 to $1212).
Streamlined cash management processes for improved security, cash flow, and reduce error rates.
DAVEL COMMUNICATIONS, INC. Cleveland, OH
National, publicly traded, telecommunications company--$50M annual sales.
Vice President of Sales & Marketing 2003 to 2006
Improved gross margins while maintaining annual revenues of $50M through direct and indirect sales teams in a
declining industry. Key markets included regional mall management, big-box retail, convenience store, hospitality,
health care, and travel centers (commercial and government);
Dave Askeland Page 2
Played key role on senior management team that restructured company to achieve ownership change.
Decreased cost of sales by 1.2% ($600K) without a revenue decrease by renegotiating major accounts.
Increased revenue per unit by 2.4% ($1.2M) by developing domestic and international calling product.
Reduced SG&A by 17% by through strategic alliances and indirect / channel sales relationships.
Restructured sales organization to reduce dependency on major accounts and "big deals". Realigned call
center (customer service and inside sales), improved customer retention.
Owned relationship and negotiated long-term contract with Los Angeles Metropolitan Transit Authority--
$4.5M new government business, a strategic objective.
Increased non-core revenue with automated teller machine (ATM) and kiosk installation and maintenance
product offering that complimenting internal equipment service needs. Negotiated outsourcing contracts.
Teamed with Boingo and Concourse Communications to provide synergistic voice and data product
offering that maximized the use of wired infrastructure and Wi-Fi to achieve the public communication goals
of large-scale travel centers. Oversaw RFP response for Los Angeles International Airport (LAX).
AMERICAN TELEMANAGEMENT SOLUTIONS Red Bank, NJ
Private consultancy to the public communications industry (voice, Internet, Wi-Fi, etc.)
Vice President 2001 to 2003
Provided industry expertise and acted as program manager for projects in the travel center and truck stop
industries; financial turnaround, RPF process management, utility expense auditing, and strategic planning.
Sample Engagement: Delivered public telecommunications strategic planning, RFP process support, audit
support, and contracted with regional payphone service provider in behalf of travel-center operator; secured $105K
in recovered revenue.
TOLL CALL, INC. Norcross, GA
Regional telecommunications management services provider--$4.7M annual sales.
General Manager 1991 to 2001
“Hands-on” management of entrepreneurial business resulted in net operating revenue growth; directed sales
team, targeting the payphone, hotel communications, and management services markets; grew revenues from
$2.6M to $4.7M and net profit from $312K to $752K; developed strategy for single-source management of public
Implemented strategic plan that increased gross margins by 30%, improved customer retention (by 28%
from an average of 23 months to 30 months), and reduced dependency on indirect sales channel.
Launched web-based sales strategy to acquire 7% new customers (+$325K) in first year.
Created sales and single-source management strategy for the public access Internet device market
(advanced payphones, pay email terminals, and kiosks).
Supported and coached sales team; teamed with strategic partners on sales calls on key accounts
including Flying J Travel Centers, Greyhound, Veteran's Administration, and the State of California.
Increased total sales by 20% and secured a three-year private-brand management contract sold by MCI
billing over $480K. Spearheaded product development and continuous quality improvement.
Forged strategic relationships (VAR) with hardware manufacturers including Protel and Nortel, generated
$460K in equipment sales.
Developed customer support documentation and best practices; implemented ongoing training program.
OTHER POSITIONS HELD
Regional Account Executive, Consumer Products - Hewlett Packard, Atlanta, GA (distributor and big-box retail).
Regional Trainer, Southern Sales Region - Hewlett Packard, Atlanta, GA (internal training development).
Branch Sales Operations Manager - Hewlett Packard, Orlando, FL (order processing, customer service).
General Manager – Georgia Computing Inc., Atlanta, GA (retail computer store operations).
Independent sales agent - Sprint, Atlanta, GA (recruited, trained, and managed residential and SMB sales team).
MA, Psychology ♦ University of West Georgia - Carrollton, GA.
BA Business/Basic Studies ♦ University of South Florida - Tampa, FL.