CHARLES “CHUCK” VINOVERSKI
Saint Paul, MN 55101 (651) 216-2999 cavinoverski@Q.com
VICE PRESIDENT - SALES
Business Expansion / Consumer Products / Key Accounts / Restructuring / Channel Strategies
P&L / Training / Growth Strategies / International / Strategic & Tactical Planning / Forecasting
Built and managed exceptional sales and distribution teams at large public and smaller private consumer product
goods companies. Progressive career in sales management and highly successful in leading and coaching
directors, managers, manufacturer rep groups, and sales reps that consistently exceed goals and objectives.
Directed sales/business development solutions for commercial and mass markets, both domestically and
internationally. Proven record of developing new growth markets in managing multiple distribution channels for both
private label and premium brands. Built and maintained solution models to strengthen organizational efficiency.
Skilled in all facets of global sales and sales management
Managed large budgets and large employee supervision
Training experience for all levels of hierarchy
Expertise in analyzation of business needs and creating viable solutions
Superior sales and closing skills. Very personable and good-natured. Action oriented. Adapt quickly to new ideas
and changes. Highly articulate. Decisive management style. Ability to work with people at all levels and of diverse
backgrounds. Credentials include a BBA in Business Management from Ohio University.
CAREER HISTORY AND HIGHLIGHTS
Vice President of Sales, IGH Solutions, Inc., a $125MM printing company, 2009 to 2010. Recruited to manage
annual sales of over $100MM for umbrella holding group of 6 companies. Managed 6 Directors of Sales and 32
sales reps in the U.S., Mexico, the United Kingdom, and France.
Compensation Program Restructuring. IGH compensation program not aligned with company goals and
objectives. Sales rep’s incomes were increasing due to commission schedule, but company’s sales were
declining. Restructured program to base salary and bonus in which rep’s bonus payout tied to performance
against annual target, which in turn tied to company’s annual goal. Also created incentive award program to
complement compensation program. Resulted in 13% sales growth from $111MM to $125MM.
Executive Sales Consultant, Lang Holdings, Inc., a $100MM consumer goods company, 2008 to 2009. Recruited
on a contract basis to turn around and manage sales efforts for western half of U.S. and led team, including a
national brand sales leader, 6 manufacturer rep groups, and 72 sales reps. Managed budget of $6MM.
Senior Vice President of Sales, Cardinal Brands, Inc., A $150MM consumer products company, 2002 to 2008.
Recruited to manage annual sales of over $100MM and an expense budget of $6MM. Directed P&L, strategic
planning, business development, sales forecasting, and advertising in the U.S., Mexico, and South America.
Significant Revenue Generation. Cardinal Brand’s sales/profits had been declining. Leveraged more
profitable, value-added products by bundling them together. Gained distribution on existing products by
correcting product mix and increasing promotional activity. Grew business from $61MM to $102MM in 5 years,
increasing profit 54%.
Sales Team Restructuring. Cardinal Brand’s trade channels had consolidated through acquisition and did not
have appropriate personnel coverage to address increasing needs. Restructured sales team and implemented
national account group to place strategic focus on top revenue-producing customers. Grew national sales 77%
in 5 years.
Supply Chain. Cardinal Brands was losing money in product category with key customer due to raw materials
increase and unfavorable logistics within the supply chain process. Replaced product with more profitable,
valued-added item, added 7% increase in price and improved supply chain process. Resulted in $800K profit
enhancement and protected $3MM in revenue.
Wholesale Channel Development. A dealer buying group had developed an exclusive relationship with key
regional wholesaler. Our business with them was at risk of shifting to competitor’s product line. Developed a
strategic alliance program with wholesaler to leverage their need to have a private label line for dealer group,
while still protecting our business with wholesaler. Secured an approved vendor classification with buying group
and gained distribution and visibility in wholesaler's catalog. Resulted in a 34% year-on-year increase with the
Charles “Chuck” Vinoverski page 2
Director of Sales, Johnson & Johnson, a $52B health care company, 2001 to 2002. Managed annual sales of over
$50MM and an expense budget of $3MM. Directed supervision and training of senior, mid and lower-level sales
personnel. Created all business development and expansion strategies to ensure quality product development.
Sales Process Improvement. J&J sales force not utilizing merit review process because it was not applicable
to existing job functions. Created and implemented new review process to ensure field sales accountability.
Grew business from $48MM to $55MM in 1 year. Increased revenue 14%, twice the growth of prior year.
The Gillette Company, a $6.5B consumer products manufacturer and distributor.
Director of Sales, 1999 to 2001. Promoted to manage North American sales force that included 3 Regional
Managers, 3 National Account Managers, and 24 Account Managers. Managed annual sales of $120MM and an
annual expense budget of $5.6MM.
National Accounts Sales Manager, 1995 to 1999. Promoted to direct retail office supply superstore team and
warehouse club trade channels. Managed 3 National Account Managers that generated over $90MM in annual
sales. Analyzed customer point-of-sale data to make decisions and support recommendations. Employed category
management principles to maximize brand market share by segment.
Business Expansion. The Gillette Company’s business with top retailers was growing, but was under-indexed.
Secured incremental off-shelf promotional display activity by leveraging success of pallet, end-cap, and wing
panel promotional vehicles. Grew revenue from $55MM to $96MM in four years.
Regional Sales Manager, 1994 to 1995. Promoted to manage 3 District Sales Managers and a 16-person sales
force with annual sales volume of over $50MM and territorial responsibilities for the eastern half of the U.S.
Sales Planning Manager, 1990 to 1994. Promoted to direct promotional sales strategies and establish product
promotional objectives, working with Trade Marketing, Brand Management, Manufacturing, Finance, Customer
Service, and Field Sales management for both the mass market and commercial business segments. Forecasted
shipments and approved recommended modifications to strategic and tactical product forecast.
Turn-Around. Sales were struggling due to emerging office supply superstore and warehouse club trade
channels. Restructured sales plan to provide flexibility for the sales force, ease of administration for our internal
customers, and a trade channel focus. Resulted in sales increase for division from $240MM to $286MM in 2
District Sales Manager, 1986 to 1990. Promoted to manage 6 sales reps with territorial responsibility for 8 states
from New York to South Carolina with annual sales volume of $16MM.
Earlier: The Gillette Company, Assistant District Manager, Assistant Regional Manager, Account Executive,
Territory Sales Rep. Borden Inc., Sales Rep.
Undergraduate Degree: Ohio University: Business Management: Bachelors of Business Administration
Charitable: Assisting in United Way campaign
Business groups: The USRN Consumer Products Group, CPG People
Professional groups: The Gillette Company Alumni, Ohio University Alumni, Career Athletes Alumni
Sports and Hobbies: Coaching baseball and basketball, running, racquetball, reading, music
Scholastic Awards: Awarded baseball scholarship to Ohio University: co-captain and 3-year letterman
Professional Awards: Cardinal Brand’s sales team earned key customer's 2007 Supplier of the Year Award
The Gillette Company's District Sales Manager of the Year Award
The Gillette Company’s Sales Representative of the Year Award