Julia Brong

• Manage $120M+ annual orders for Crane National Key Account Channel Partners- Ferguson Industrial, MRC Global, Sunbelt Supply, FCX Performance (Eads), and AIV Inc.
• Grew Key Account Channels orders 153% from 2019-2024, 8% CAGR, including 2020 pandemic impact.
• Proactively leads a joint partner planning process that develops mutual performance objectives, financial targets, and critical milestones associated with a productive partner relationship
• Proactively assesses, clarifies, and validates partner needs on an ongoing basis
• Cultivate and develop relationships with top-level decision makers and influencers for National Key Account Channel Partners
• Coordinates the involvement of company personnel, including support, service, and management resources required to meet partner performance objectives and partners' expectations
• Meets assigned targets for profitable sales volume and strategic objectives in assigned partner accounts
• Sells through partner organizations to end users in coordination with partner sales resources
• Manages potential channel partner conflict with other channels by fostering excellent communication internally and externally, and through strict adherence to channel rules of engagement
• Develop, execute and ensure compliance with channel partner agreements
• Competent in Crane CPE product lines; engaging Business Line Managers (BLM) and Application Engineers as necessary
• Plays an active role in the new product development process, assisting Business Managers in researching.
• Drive annual Top Line and Bottom Line orders and sales growth for all Crane CPE products
• Provides support to Business Line Managers to perform competitive benchmarking
• Assists Global Industry Managers and BLM market demand forecasts and applications / segments
• Assists in the development of the annual Crane CPE operating plan
• Assists Marketing Manager with validation and participation in industry events
• Supports Regional Sales Managers with strategic geographic sales initiatives involving national key account channels
• Develops and Delivers Annual Plan based on strategic initiatives, project opportunities and market condition
• Utilizes Crane CBS Sales Excellence tools

• Secured largest direct EPC order in U.S in 2019, valued at ~$6M.
• Drive annual Top Line and Bottom Line orders and sales growth for all Crane CPE products
• Cultivate and develop relationships with key decision makers and influencers for targeted EPC projects
• Delivers Product and Application based training at Key Account- highlighting technical advantages over competitors specific to project applications
• Uphold a regular cadence of Lunch and Learn opportunities at each Key Account, targeted to the project backlog
• Competent in Crane CPE product lines; engaging BLM and Application Engineers as necessary
• Conducts customer symposiums to share data and promote our products
• Plays an active role in the NPD process, assisting Business Managers in researching new product ideas
• Monitors competitor technical changes in current product and new product initiatives
• Provides support to manage Channel Partner decisions
• Provides support to BLM to perform competitive benchmarking
• Manages Terms and Conditions and other project contract negotiations with Crane legal support
• Coordinates End User influence on specific project applications to create value at the spec
• Level
• Assists RSM's and SE's to identify and pursue projects / prospects and participates as a project team member or leader
• Assists Global Industry Managers and BLM market demand forecasts and applications / segments
• Assists in the development of the annual ChemPharma operating plan
• Assists Marketing Manager to identify industry events
• Organizes project technical specification reviews and contract reviews for major projects
• Supports RSMs with strategic geographic sales initiatives and end user demand creation
• Develops and Delivers Annual Plan based on project backlog and funnel
• Provides Monthly update on progress vs
• Plan, competitive movements and any key projects to Director of Key Accounts
• Utilizes & Champions Sales Excellence tools as they become available

• Managed team of Sales Engineers in a $30M, three-state region
• Developed and executed annual business plan to meet sales growth goals
• Built strategic alliances with distributors, EPC's, and end user's resulting in increased business and company recognition
• Direct, Mentor and develop sales team
• Developed project and order execution strategies to ensure client satisfaction and order accuracy
• Participation in industry events, trade shows, workshops and seminars
• Delivered Product and Application based training
• Utilized & Championed Sales Excellence tools
• Managed Channel Partner pricing agreements, relationships and alignment decisions

Cultivate new business through new and existing clients, primarily valve manufacturers

• Deliver technical support and solutions for client requirements
• Identify new business targets and develop execution strategy to acquire
• Active participant in industry networking events and trade shows
• Development of Marketing Materials and advertisements
• Ensure control of company expenses within budget
• Built strategic alliances with clients, resulting in increased business and company recognition

• Company Overview: Currently known as Cornerstone Valve
• Member of Executive Management Team
• Worked directly for President / CEO to develop and implement executive decisions for the company
• Managed a team of professionals in Sales, Engineering, and Operational roles
• Responsible for global business development, sales and marketing
• Defined marketing, strategy and business plan for the restructuring / re-branding of Eii Valve Company
• Developed and executed business plan; increasing product scope, industry audience and revenue
• Increased market presence- developed new name and logo, launched rebranding campaign
• Surpassed revenue goals for last five consecutive quarters (2011-2012)
• Developed and directed strategy for launch of new product
• Built strategic alliances with clients and suppliers, resulting in increased business and company recognition
• Coached, mentored and developed sales team; leading to improved response time and accuracy to business inquiries
• Oversaw project management and order execution; ensuring client satisfaction and order accuracy
• Attended industry events, trade shows, workshops and seminars for marketing, networking and to obtain industry knowledge
• Spearheaded the development of marketing materials
• Managed company expenses are within planned budget
• Currently known as Cornerstone Valve

• Member of Executive Management Team
• Worked directly with CEO and President of the company to establish company goals and expectations for the sales team
• Managed team of Sales Executives within the large metropolitan areas of Houston, Dallas and Fort Worth
• Hired, trained, developed and motivated sales team to reach individual goals and company goals while maintaining existing territory and customers
• Built strategic alliances with clients and carriers that resulted in the continuous growth of business
• Continuously acquired new business and maintained existing customers while managing the sales team
• Analyzed business trends in the industry to forecast potential business opportunities
• Developed and implemented incentive and compensation programs for the sales team

• Weekly sales calls averaging 20-30 calls
• Over 50% acquisition calls
• Generated new business through networking and prospecting
• Created customized proposals to Top-Level Executives providing business solutions to help improve their company's efficiency and productivity
• Territory growth from 59% of goal to 102% of goal in 6 months for 2005
• Territory growth from 102% to 111% in first 6 months 2006
• Territory growth from 91% to 105% for first 12 months in Houston
• Mentored and developed new sales executives on team
• Achieved role as the 'competition expert' on sales team by staying on top of the industry trends and competitor news
• Presented current news to sales team at weekly meeting
• Built loyal relationships with all new and existing customers resulting loyal business partnerships

• Accountable for Key Chain Accounts in high-volume, high-profile territory
• Built strategic alliances with clients and suppliers that resulted in increased sales and territory development
• Territory volume consisted of 33% of the revenue on the Chain Sales Team of 6 territories; containing most of the highest volume chain accounts in the company
• Continuous growth of business, consistently averaging 14% above quotas
• Awarded 'Salesperson of the Quarter Award' for the 2nd Quarter- 2003, and 4th Quarter - 2003
• Awarded 'Salesperson of the Year Award' for the 2003 fiscal year
• Obtained new distribution goals and reached 100% placements on all new products in 2002, 2003, and 2004 before assigned deadlines
• Received numerous awards for many displays
• Later used as examples in training manuals and sales meetings
• Appointed 'Sales Trainer' for new hires and assigned to test new pilot programs initiated by the company, before implementing company-wide

• Managed a team of 25-30 employees and oversaw 10 departments and 15 direct reports
• Member of Executive Management Team
• Managed and controlled payroll through sales tracking and scheduling
• Performed daily responsibilities as a key-holding manager
• Managed customer concerns and complaints to ensure customer satisfaction
• Initiated program that standardized employee training and led to increase in customer satisfaction by 12%
• Executed all communication and sets as directed from the corporate office

• Member of Executive Management Team
• Managed Human Resources including payroll, hiring, terminations, reviews, benefits, orientations and training, philanthropy activities, and morale-building activities for the store
• Assumed role as 'Manager-on-duty' a shared role on a rotating schedule
• Responsibilities: opening and closing the store, alarm functions, resolving customer issues, managing entire staff on duty in store and accepting truck deliveries
• Executed new sets and direction from corporate office
• Managed teams from 30 to 50 employees on a daily basis
• Approximately 20 department direct reports