Kim Ford

• Self-generated leads through door knocking, networking, referrals and social media.
• Assessed client energy needs and designed customized solar and storage systems to maximize efficiency and savings.
• Closed solar deals (cash, lease and finance), gaining recognition as one of the top sellers in the company.
• Worked with project managers and installation teams to keep customers informed each step of the way and also ensure projects were executed smoothly.
• Conducted site evaluations to determine feasibility of solar installations.
• Post-installation project close-out calls as well as 3 and 6 month post-installation follow-ups.
• Closed solar deals (cash, lease and finance), totaling $2 million in sales in 2025, and gaining recognition as one of the top producers in the company.

• Gained new clientele through organic means (word of mouth, social media, networking)
• Designed personalized fitness programs for women, focusing on postpartum recovery, weight loss and strength
• Conducted one-on-one as well as group training sessions
• Ran remote on-line training with fully customized nutrition and workout programs, weekly accountability check-ins and progress tracking.
• Provided weekly workouts for the employees and members of a corporate client via zoom.

• Came in when the company was in it's infancy and established the organizational lines between sales and production
• Manned and ran the first lead generation team
• Piloted inside sales, formulating and establishing procedures and systems to receive, record and close incoming leads
• Manned up inside sales team including interviewing applicants, training them and overseeing production. I worked with the founders to analyze stats, evaluate the production lines and make needed changes to bring down lead acquisition costs, increase closing ratio and shorten average timeline between lead handover and close of sale.
• Became a full time inside sales rep, receiving incoming leads and closing dental offices on our referral-based marketing system, as well as managed each account long-term, upselling where possible and resigning for future services.
• Was chosen to be part of a sales pilot together with Henry Schein Dental, incorporating a version of our marketing model with the various products and services they offered.
• Was part of the first trade show sales team and responsible for creating the booth, systems, sales patter and approach used by all attending sales reps. I was extremely successful at closing in this environment and became a permanent part of the trade show team.
• Became the top sales rep within the company and held that title for more than a year.

• Developed and ran an exclusive lead generation program with Armstrong Garden Centers: hired, trained and posted docents in all AGC's around LA County where they engaged customers and set appointments for our landscape architects.
• Developed and implemented systems for the scheduling team to validate interest level and increase the appointment-to-sit ratio for our sales reps.
• Led sales team to exceed quarterly targets.
• Created and ran successful production games between my departments that effectively raised statistics and increased and improved staff morale.
• Was a member of the company's Executive Council, contributing to strategic planning and execution.

• Manned up LC&D tech support division from 11 staff to 22 staff, implemented a divisional org board, wrote technical and administrative policy and created a stable rise in production, increasing overall statistics more than 50%.
• Successfully managed a team of 20 Electrical Engineers for a year as Field Services Manager.
• Later, as Large Projects Manager at LC&D, I set up, oversaw installation, programming and troubleshooting of hundreds of lighting controls system installations as well as managed after-market support.
• The size and effectiveness of the Tech Support Department recognized as a major plus and integral in the successful sale of the company.

• Started with the company as Reception/Scheduling and moved up the ranks to eventually become General Manager.
• As GM, I directed day to day operations to increase productivity and streamline project execution including:

- sales line-ups and troubleshooting or tagging as needed

- job scheduling & logistics

- permitting

- vendor relations

- job walks/quality control

• I also did personal sales as the GM, responsible for half the company's revenue.
• Oversaw budgeting and made financial decisions that furthered the company's growth and solvency.