Executive Resume
Matt R. Karst
1272 Forest Trails Drive Castle Pines, CO 80108
Phone: (303) 704-8719 Email:
Leadership Profile
Senior Level Sales, Business Development, Sales Operations, High Tech/Telecom,
Internet Applications, Pre-IPO Leadership, Strategic Alliance Development
An outstanding track record of performance as a senior sales, operations, and business development executive within high tech, broadcast video and telecom industries. Operationally-focused sales leader with the strategic thinking, creativity, and foresight to conceptualize innovative sales approaches to new market opportunities, as well as the implementation skills to bring them to fruition. Track record of leading cultural change and identifying where the business should be positioned to create/enhance future value. Strong communicator and influencer who develops trust and works as a “partner” with high-level accounts, contributing directly to customers’ business goals.
Professional Experience
Worldplay Communications Inc. Denver, Colorado
Senior VP Sales, North America 2010 to present
Provided leadership for the sales organization of this Canadian-based start-up technology firm featuring HD video compression and managed services. Identified target accounts and built first-year objectives, sales strategies, tactics, and plans to achieve aggressive adoption of new technology for video compression into the North American market. Conducted weekly cross-functional team meetings to review account progress and action plans.
· Developed sales collateral and presentations for all North America prospects including telcos, cable, and satellite operators, sports franchises and conferences, set top box manufacturers, TV manufacturers, and mobile device manufacturers and operators. Developed the company’s Private Placement Memorandum.
· Built up the strategic account pipeline from 5 to 50 in one year.
· Negotiated lab trial agreements with several Fortune 100 companies to validate proprietary technology.
DISH Network Corp. Denver, Colorado
VP Sales, National Accounts/Alliance Management 2006 to 2010
Recruited to lead telco partner sales and operations channels for the third-largest U.S. national satellite pay TV service provider. Oversaw annual P&L with annual revenues of $1.5 billion. Exceeded company objectives four consecutive years with strong revenue and EBITDA growth (from $173 million to $334 million). Designed an innovative value-added bundling system to integrate billing with eight U.S. telco billing systems.
· More than doubled subscriber base (from 405,000 to 925,000) in four years.
· Launched service into over 550+ telco partner retail locations.
· Developed sales distribution to 12,000+ indirect retail locations and to over 110 telco call centers.
· Earned 2008 Chairman’s Award (only four awarded in the company).
Centennial Communications Corporation Fort Wayne, Indiana
VP Sales, Midwest 2001 to 2005
Provided leadership for Midwest region sales, revenues, and profitability of the wireless voice and data services division. Set objectives, strategies, tactics, and plans to achieve aggressive sales results through four primary channels of distribution. Directed site selection and lease negotiation for more than 70 company-owned retail stores and kiosks. Prepared annual budget for review and acceptance by board of directors. Corporate leader of many community based non-profit organizations and charities.
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· Put the controls and sales processes into place to transform a historically lowest-cost sales focus to a customer-centric value strategy focused on the specific needs of the businesses and residential customers. Achieved stock growth of 98 percent in three years.
· Developed and implemented online training, mystery shop scoring, and an internal CRM application for prospect/customer life cycle management and reporting. Generated U.S. Wireless Revenue and AOI growth of 14 and 16 percent (2001 to 2005) and Midwest region new activation growth of 29 percent (2004 to 2005).
· Built and led a large, cohesive sales team (350 sales associates, 60 sales managers and 8 GMs/DMs) with shared vision and increased focus on customer value creation. Developed a mentoring program for first-line managers to build internal bench strength. Generated top region performance in five matrix categories (2004 to 2005) and churn results of 2.1 percent (2002 to 2005).
USgift Corporation Atlanta, Georgia
VP Sales and Marketing 2000 to 2001
Directed sales and marketing, revenues, and profitability targets for B2B Web services and direct sales force results. Developed relationships with more than 70 sales agency principals who were agency partners. Developed Web-based training courses for field sales personnel and incentive programs to drive ordering activity through the website. Rolled out a new leading-edge sales force automation and order entry software to the direct sales force and to indirect agency partner sales reps.
· Set objectives, strategies, tactics, and plans to achieve aggressive start-up company growth targets
· Developed sales forecasting and agency tracking system processes for efficient field productivity.
· Led corporate initiatives including: agency best practices, sales rep advisory committee, sales force automation deployment, and USgift university deployment, generating a 35 percent increase in sales rep productivity.
DemandStar.com, Inc. Sacramento, California
VP National Sales 1999 to 2000
Provided sales leadership for this wholly-owned subsidiary of Harward Technical Enterprises, Inc., providing the DemandStar.com G2B Internet services for the U.S. and Canada. Developed sales and marketing information for IPO package (company went public May 1999, acquired by Onvia in December 2000). Developed the field sales, inside sales, and sales management compensation plans, including stock option incentives.
· Conducted all aspects (recruiting, interviewing, hiring) of building out a national field sales force to put 38 account executives into place within 120 days.
· Initiated a pilot "boot camp" program to ensure a successful sales mindset for all new-hires.
· Developed sales forecasting and lead tracking processes for efficient field productivity.
Harward Technical Enterprises, Inc. Sacramento, California
Director, Western Region 1997 to 1999
Recruited to lead the western region out of stagnant growth. Directed sales and management of ERP software solutions. Developed and implemented strategic marketing plans, identified new target markets, instituted unique customer service programs, provided project management oversight, and developed strategic alliances with customers, vendors, trade organizations, service providers and community organizations.
· Within a year and a half, broke many company records and nearly doubled annual sales revenues.
· Generated numerous precedent-setting results within the western region including: 1) signed the largest contract in the history of the company, 2) awarded the first ever contract in western Canada, 3) obtained the largest customer upgrade in the history of the company, 4) signed the largest contract in the state of Colorado, and 5) was awarded contracts in five states where we had not received business within the past five years.
· Designed and developed an on-line tracking system to quantify the account executives’ productivity in the field. Uncovered many inefficiencies in routine field processes, and reengineered their call patterns, daily schedules, and performance requirements, leading to a 32 percent increase in sales productivity.
· Recipient of the 1998 President’s Club Award for excellence in sales leadership and team performance.
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Houston Cellular Telephone Company Houston, Texas
Director of Sales 1994 to 1997
Directed strategic planning, implementation, and business development of five primary channels of wireless service distribution for this AT&T Wireless and BellSouth company. Sales channels included 9 managers, 90 account representatives, over 385 distribution points, and over 1,100 wireless sales associates.
· Shifted sales revenues to lower cost distribution methods over a three-year period. This focus on low-cost distribution reduced the average acquisition costs by over 10 percent each consecutive year, thereby dramatically increasing net profitability.
· Increased distribution points throughout the area by 155 percent in less than two years. This focus on new distribution points with exclusive agreements locked out competitive offerings and also supported the brand recognition marketing plan. These new distribution points accounted for over $20 million in annual revenues.
Employment Prior to 1994
Served in numerous key account representative positions with IBM Corporation, moving up to increasing levels of responsibility. Promoted to Manager of New Accounts, directing a team produced over $8 million in new account revenues within central Florida. Provided territory leadership, financial justification assistance, territory planning/strategies for each representative, and financial management controls including profit center responsibility and revenue forecasting. Within three years, promoted to Area Alliances and Marketing Campaign Manager. Significant accomplishments during this period included:
· Designed a “competitive replacement” program to secure business from targeted accounts that produced 16 new mid-range competitive wins in a six-month period that generated over $3 million in incremental revenue.
· Developed and implemented a lead management system and integrated campaign processes that encompassed advertising, direct mail, telemarketing, and customer seminars.
· Combined IBM’s core competencies with the strengths and flexibility of alliance partners in the areas of marketing, distribution, services, system integration, project management, product development, technology research and design innovation.
· Elected to the prestigious IBM National General Business Council.
· Earned IBM’s Golden Circle Club, representing IBM’s highest level of sales excellence. Won numerous other awards throughout the time served as a sales representative.
Education/Professional Development
· BA Business Administration, University of Miami—1982. Graduated Magna cum Laude.
President’s Honor Roll, Dean’s List, Golden Key Honor Society.
· Graduate of Harvard Business School Advanced Management Program (IBM Nomination)
· Graduate of Northwestern University Strategic Marketing Program
· Compensation Strategies for Technology Sellers Workshop, The Alexander Group.
· The Complex Sale, Complex Sale Consultants.
· The Secrets of Power Negotiating, Roger Dawson.
· Cracking New Accounts Seminar, Terry Bouton Consultants.
Key Accomplishment Summary
Matt R. Karst
Grew Annual Sales Channel Revenues to $1.5 Billion
Situation:
A national satellite digital media company was faced with a consistent competitive battle against cable operators offering consumers a “triple play” package. This package consisted of voice, internet, and TV services, all conveniently bundled into a single monthly bill. The company had traditionally relied on its organic growth through dealers and retailers throughout the US; however, these retailers were unable to match the single bill offering. Incumbent local exchange carriers (ILECs) were also losing land line voice and internet business to those same cable operators across the country. A partnership program was developed that allowed ILECs to offer the company’s TV service to provide a competitive “triple play” bundle. Once the program was developed and partnerships were launched, the company sought out an executive to drive revenue growth and operations for this new distribution channel.
Action Plan:
· Built a strong operations and analyst team to coordinate billing integration efforts with new ILEC partners’ billing systems to ensure consumers were receiving timely, accurate bills.
· Established solid partner relationships with each ILEC (AT&T, Sprint/Embarq, Windstream, Earthlink, Frontier Communications, CenturyLink, and others) to insure that other satellite TV operators could not establish a foothold and take away growth momentum.
· Coordinated Telco partner meetings to make sure telco-billed customers were receiving first class customer care before, during, and after the sale. Established 800 numbers and IVR connections to make customer calls as seamless as possible.
· Coordinated the US field sales development team to deliver consistent, high-quality training to each telco partner call center, retail store, and all field sales teams. Initiated a call center feedback system to improve customer service.
· Designed exciting incentive programs for each telco partner that could be incorporated into weekly call center sales planning.
· Integrated each telco partner retail store into the main company retailer locator app so customers could easily find the nearest dealer location.
· Conducted quarterly executive meetings with each telco partner to review key marketing and operating issues.
· Developed the first telco partner curriculum at the company’s annual “Team Summit” event that had always focused primarily on the retailer base. Created annual awards for each telco that led the year in key performance indicator areas.
· Participated in each telco partner’s annual sales kick off meeting in order to deliver the latest TV technology and programming news and reinforce the importance of the partnership.
Results:
More than doubled the subscribers acquired through the telco partner channel, growing from 405,000 to 925,000 in four years. Grew annual revenues from the sales channel from $678 million to over $1.5 billion within four years. The sales channel exceeded company objectives four consecutive years with strong revenue and EBITDA growth (from $173 million to $334 million). For the success achieved, earned 2008 Chairman’s Award (only four awarded in 2008).
Key Accomplishment Summary
Matt R. Karst
Turnaround of Underutilized E-Commerce Internet Company Acquisition
Situation:
Harward Technical Enterprises (HTE) acquired Information on Demand, Inc. (IOD), an Internet company that specializes in providing e-purchasing for agencies and vendors through IOD's procurement portal. After several months, this new acquisition was underutilized, misunderstood, and without any clear HTE corporate direction.
Action Plan:
· Researched the marketing demographics of our HTE customer base, HTE prospect pipeline and existing IOD prospect base to understand best areas to position existing resources.
· Reviewed four-year acquisition business plan from IOD.
· Developed a new marketing plan idea for HTE to assist with short- and long-term success with the IOD product offerings.
· Sent new plans to our headquarters for executive review and feedback.
· Recommended a new organization structure with clearly defined roles/responsibilities between HTE and HTE/IOD.
· Coordinated a corporate working session to bring together IOD and HTE management to finalize new marketing and sales processes and guidelines.
· Developed new HTE/IOD sales plan and marketing campaigns to kick off internal and external awareness.
· Recommended new design points for product to include consolidation of all customer interactions across multiple touch points, including phone, fax, email, and the Web.
· Set new corporate goals, established controls and set up follow-up meetings to measure progress.
· Worked closely with HTE and IOD marketing teams to develop and roll out National IOD sales kit.
· Merged IOD product demonstrations into key national conferences and regional user group meetings.
Results:
All marketing plans/ideas have been successfully adopted by HTE for the IOD offerings. Appointed HTE's strategic team leader for the IOD product line. IOD is taking government purchasing agencies by storm, revolutionizing the way agencies communicate with their vendors and saving taxpayers thousands of dollars. IOD has built up over 300 new leads to pursue as a result of participation in two international and national purchasing conferences and targeted email campaigns. Twelve upcoming sales seminars are currently scheduled throughout the U.S. The new IOD business plan has been adopted and, if properly executed, will generate an additional $17 million of net income to HTE by the end of 2003. New ideas for e-commerce auction capabilities are now underway with a forecasted annual revenue of $18 million.