LeBRON BUTTS II

Sustained year of year procedural growth of +20%.

• Handled customer relations issues, enabling quick resolution, and client satisfaction.
• Increased sales revenue by developing and implementing effective sales strategies.
• Built long-lasting client relationships through excellent customer service and consistent followups.
• Influenced successful sales team by providing motivational coaching and performance-based incentives.
• Maintained relationships with customers and found new ones by identifying needs and offering appropriate services.
• Managed key accounts with strategic planning and relationship building, resulting in increased customer loyalty and repeat business.
• Provided ongoing training and mentorship for junior sales staff, fostering professional development and career growth.
• Attended industry events and conventions to expand sales opportunities.

• Train hospital staff to successfully implement and troubleshoot da Vinci technology allowing me the opportunity to continue to seek growth opportunities through surgeon trainings
• Conduct Business Alignment Meetings (BAM) with hospital administration to include C-Suite personnel to ensure ISI alignment with hospital goals and strategic plans
• Through constant procedural review and clinical paper analysis, I continue to deepen my knowledge base to become the expert in the utilization of da Vinci technology
• Participate in conferences and trade-shows where innovative surgical technologies are displayed
• As a the ISI representative, I engage interested and untrained surgeons on the positive impact da Vinci technology can have on their patient populations as well as their surgical practices

• Currently operate in a dynamic Regional matrix, where I coordinate, mediate, and reconcile competing perspectives of Commanding Officers, Regional Business Managers, Installation Site Mangers, and staff Directors for 31 Programs
• Prepared and provided justification of Region Program Objective Memorandum (POM) prior to final approval and submission
• Worked closely with Region Program Managers to ensure future requirements, to include Base Operating Support (BOS), were socialized in preparation for Future Years Defense Plan (FYDP) purposes
• Led cross-functional team (CFT) in the improvement of a business process designed to prioritize funding shortfalls, resulting in a year execution in excess of $16M
• In addition, spearheaded the effort to maintain work process on the Regions G2 site - providing visibility throughout the prioritization process
• Developed a dynamic planning tool that revised a static document into an inactive process, ensuring Programs received appropriate funding to support forward deployed war-fighters
• Created and optimized senior level weekly communication, endorsed by the Regional Commander (2-star Admiral) as an operational update to the Chief of Naval Operations (CNO)
• Planned and executed Regional Program Business Plan creation, ensuring Programs receive appropriate funding to support forward deployed war-fighters
• Completely reimagined, the new, more streamlined process ensured appropriate Program concerns and conditions were vetted through the Regional Commander

• Company Overview: Partnered with local and surrounding area hospitals, surgery centers, physician offices and ambulatory centers in the vicinities of Tucson, AZ increasing the usage of EWHU products throughout assigned geographic territory
• Maintained position in the top 8% of total sales force in 2009 - attained # 3 ranking
• Led entire EWHU sales force in four (4) of six (6) product categories
• Converted several competitive pelvic floor preceptors to EWHU pelvic floor platforms
• Exceeded 2008 Business Plan in three product categories
• Total annual sales increase percentage of 18%
• Successfully transitioned outpatient ablation procedure to in-office procedure
• Leveraged successful ablation business into increased product adoption across entire EWHU family of products
• Completed calendar year 2007 with a total incremental sales increase of $365K (?%)
• Conducted business case analysis' for the Tucson market, targeting key physicians and surgery centers for training opportunities with EWHU products
• These actions resulted in increased product adoption across thirteen (13) total products and increased EWHU market share (+20%) in several hospitals and surgery centers throughout the territory
• Engaged in the future-year planning for training and budgeting process Planning, Programming, Budgeting, and Execution System (PPBES) for Southern Tucson territory
• In this process I detailed the steps to realize potential growth within the territory and planned for the retention of current business, keeping competition from infiltrating keystone accounts
• Coordinated and participated in numerous EWHU product focus groups aimed at increasing the sales representatives' knowledge of both ours and competitors' products
• With a new understanding of the market place, as well as an understanding of the guiding principles of Lean Six Sigma, plans were made to eliminate unnecessary roadblocks and waste in the selling process
• This understanding allowed for a more focused sales call, moving the sales process along smoothly from introduction to adoption
• These efforts resulted in increased market share in three (3) EWHU focus products during the year of execution
• Through thoughtful business planning and execution, a significant increase in the overall presence of Ethicon Women's Health and Urology products in the greater Tucson, AZ area was realized
• As a Territory Assistant, converted two (2) competitive accounts increasing territory managers annual sales approximately $200K
• Partnered with local and surrounding area hospitals, surgery centers, physician offices and ambulatory centers in the vicinities of Tucson, AZ increasing the usage of EWHU products throughout assigned geographic territory

• Lead an 80-person team that included both military and civilian personnel in the management of a dining facility that served over 13,000 meals per day
• Expertly managed and executed annual budgets that exceed $10.2 million
• Facilitated the acquisition of $2 million in support of Special Operations forces additional funding for essential mission required material and allocated it across the 4 supported SEAL teams
• Rewarded and recognized with the Vice Admiral Stan Arthur Logistics Excellence Award for support provided during Operation IRAQI FREEDOM
• Established system of metrics to monitor performance and provided senior management with critical decision making data
• These efforts resulted in management's ability to successfully pass the United States Special Operations Command (USSOCOM) Procurement Management Review (PMR), showing marked improvement over the previous PMR
• Planned and executed logistics support for 4 multinational SEAL Teams, resulting in successful movement of 500 personnel and equipment worth $10 million during IRAQI FREEDOM
• In addition, I executed the requisition and issue of over $1.9 million worth of phased and chemical biological radiological equipment, contributing to success of two Naval Special Warfare Groups
• Managed a specialized team of military supply/support personnel while deployed to Kuwait in support of Operations IRAQI FREEDOM
• My team that provided logistics support for 370-person Special Forces Camp in Kuwait
• Our efforts in Kuwait, both in the camp via re-supply, and support of conveys as they ran supply missions to the border of Iraq, greatly contributing to the overall mission success of the campaign
• Received two letters of appreciation and awards for '5 Star' service rendered at USNA high profile functions
• Led team that provided logistics support for three forward operating bases in the Philippines during Operation ENDURING FREEDOM, contributing to mission success in Afghanistan