CORT GREY

25 Aldebaran Drive, Randolph, NJ 07869 / H: 973-598-1259 / C: 201-874-9534 /

SALES MANAGEMENT AND MARKETING EXECUTIVE
Technology Solutions / Services / Global Expertise
Increasing company productivity and results through process-driven hands-on mana
gement and attention to detail
Top-performing sales, marketing and business management executive with 20 years
experience bringing leadership and intelligence to sales team formation and acti
vity dynamics. Expert in building high-performance sales teams, accelerating sal
es growth, and cultivating key relationships with decision-makers. Strategic, ta
ctical, and results-focused.
* Reorganized and built Skila sales force resulting in the tripling of new cust
omer companies in 3 years.
* Solely responsible for $3 million sale that retained the viability of Dendrit
e Clinical Services Group.
* Created and managed turn-around campaigns for branding and rebranding at Payb
ack/Avaltus and Dendrite.
* Fully integrated new sales activity processes, CRM processes, reporting and c
ustomer facing document processes at Cyntergy, Dendrite and Skila.
Areas of Expertise:
Sales Management Contracts Promotions
Customer Relations CRM tools Public Relations
Business Alliances Marketing Branding
Unique Skills:
Motivational Team Builder and Leader Reengineering/Turnaround
Effective Professional Manager Organization/Administration
Superior Writer/Communicator Process Focus
Trainer Attention to Detail
Professional Experience:
SELA2, Inc. (d/b/a: Skila), Morris Plains, NJ 10/2006 - Present
A global technology and services company specializing in knowledge and effective
ness solutions for the healthcare/pharmaceutical industry.
Vice President - Global Sales
Condition at
Recruitment: A decimated sales organization with a single remaining rep in a non
-targeted territory; lack of process, activity tracking, targeting and sales fun
damentals.
Actions: I have instituted at Skila a highly process-directed sales organization
consisting of three layers: a globally distributed Lead Generation Call Center,
a globally distributed Sales Manager layer for lead follow-up and account manag
ement, and a globally distributed Sales Director layer for higher level account
and opportunity management, assistance in sales leadership/guidance/training and
application of significant experience/expertise.
Today, as a result of my development and institution of all new targeting, terr
itory alignment, activity management, pipeline management, proposal and contract
processes, the Skila sales organization utilizes SOP-driven approaches for targ
eted outreach, initiation of sales contacts, management of pipeline movement and
 proposal/contract completion.
Results: -- The addition of 19 new high profile global accounts, including Novar
tis, Bayer, Merck, Abbott, and Nycomed within three years' time.
-- A well-trained productive sales organization.
-- A professionally managed pipeline of 200-plus opportunities representing $20M
-plus in potential business.
Dendrite International, Clinical Services Division, Bedminster, NJ 6/2001 - 10/2
006
A provider of technology and user support services to the pharmaceutical Resear
ch and Development industry sector. (The company is now Cegedim Dendrite)
Director of Sales & Marketing (5/2003 - 10/2006)
Sales Director (6/2001 - 5/2003)
Condition at
Recruitment: A single sales representative with a limited scope of products and
techniques. I was recruited to expand the team, the product set and the sales ta
rgets.
Actions: As a result of my bringing new organization and sales practices to the
division's go-to-market activities, I was rapidly promoted to the position of ma
naging all customer acquisition activities. Subsequently, after proving my addit
ional marketing acumen, I was promoted to the overall management of sales and ma
rketing for the division.
During my five-plus year tenure, I grew to direct and execute all division-level
business development activities for US and Europe and put in place the necessar
y ingredients for greater success, including:
* Implementation of formalized customer call initiatives
* Complete revamp of all RFP response and proposal documents
* Development of all division-level marketing initiatives, plans and budgets
* Development of all message channels including print materials, advertising, p
ress releases, capabilities presentations, conference participation, booth desig
n and logistics
* Full management (hire/fire/train) of the business development staff; also man
agement of the office, budgets, pipeline, and contract administration.
Results: -- Totally revamped and revitalized sales and marketing organization.
-- Replaced the loss of the single highest revenue producing customer with new
business: I personally closed the three million dollar deal which allowed the di
vision to maintain its viability after the loss.
Payback Training Systems/Avaltus, Cedar Knolls, NJ 5/1999 - 6/2001
Avaltus developed and converted proprietary training libraries for computer-base
d and web-based delivery to the Foodservice, Hotel and Grocery markets. (The com
pany was sold and divested in 2001)
Vice President of Marketing
Condition at
Recruitment: Little formalized marketing function. Minor marketing actions were
being haphazardly handled by the company president and company founder. The comp
any had little name recognition in its market space
Actions: I immediately constructed a comprehensive marketing plan and instituted
a marketing function, including:
* A selection, bid and contracting process to hire an agency
* Implementation of public relations campaigns through releases and industry ac
tivities
* Development/authoring of all new messaging and outreach instruments (logos, b
rochures, letterheads, business cards, and the websites)
* Development of direct mail campaigns and authoring of all messages
* Development/authoring of all new business documents for proposing and contrac
ting
Results: -- Highly successful conversion of outdated company identity (Payback)
to modernized identity (Avaltus).
-- Significantly increased name recognition in the company's market space.
-- Major strengthening of the relationship with Hilton Hotels through the recog
nition event I executed
-- Turnaround/salvaging of a failing project for Host Marriott Corporation thro
ugh my relationship management initiatives
Cyntergy/Cyntercorp, Gaithersburg, MD 4/1997 - 5/1999
A privately held grouping of companies involved in implementation and training s
ervices for technology platforms in the retail, food service and hospitality mar
kets.
Vice President of Sales & Marketing
Condition at
Recruitment: A four-person distributed sales staff with little headquarters mana
gement oversight as well as a low-level marketing effort in need of concentrated
expansion.
Actions: My personal efforts were immediately focused on bringing the sales staf
f in line with SOP driven actions, reporting, follow-up and pipeline development
. Subsequent to getting the sales efforts under control, I constructed a corpora
te marketing plan and instituted industry-appropriate marketing initiatives.
Results: -- Eighteen percent year over year sales increase
-- Implementation of standardized sales activity and tracking mechanisms.
-- Realignment and expansion of the sales organization across the US
-- Increased exposure through trade show participation and messaging initiative
s
EDUCATION & COMPUTER EXPERTISE
BS, Business Administration and Marketing, University of New Hampshire Whittemor
e School of Business, Durham, NH
Microsoft Office Suite: Word, Excel, and PowerPoint; Oracle CRM system, Salesfor
ce.com