Throughout my career, I've tackled numerous challenges that have driven significant outcomes. One of my major challenges was developing an entire company infrastructure. The pain was evident in the lack of structured economic opportunities for clients. By addressing this, I successfully created a $200 million opportunity pipeline for global clients.

 

Revamping sales funnel processes was another hurdle. Inefficiencies in deal closures were hurting our revenue at Chronos Solutions. By streamlining these processes, I managed to close 207 deals, which contributed to 33% of our annual revenue.

During the 2009 financial crisis, I managed a large portfolio of real estate-owned assets. The pain came from a poor liquidation ratio. However, my efforts led to improved value recovery for the bank and its investors.

Leading strategic planning for a national real estate brokerage and online auction platform was another significant challenge. The limited customer base and active listings were a concern. I expanded our reach to three major institutional clients and managed over $500 million in active listings.

At a top-rated loan servicer, managing an $80+ billion non-prime loan portfolio presented its own challenges. We faced high mitigated losses and low loan resolutions. Through strategic management, I achieved a $68.4 million improvement in losses and increased loan resolutions by 30%.

Optimizing the consumer journey for our clients at M. Allen was another critical endeavor. The absence of a structured sales pipeline was a major pain point. I established a $200 million sales pipeline for new clients, addressing this gap effectively.

As the CRO at National Bankruptcy Services, managing growth strategy and business development culture was crucial. We faced insufficient sales coverage and high sales costs. By enhancing account coverage by 300% and reducing costs by 25%, I drove significant growth.

As Head of Enterprise Sales at the fourth largest national title company/underwriter, reorganizing to improve profitability was essential when we faced low revenue and earnings growth. This reorganization led to a 48% increase in revenue and a 77% rise in earnings within just six months.

As Head of Financial Services vertical at SBI, directing financial services offerings was a key challenge, with limited client relationships and revenue being the pain points. I secured $7 million in additional revenue by generating 36 new client relationships, turning the tide.

Finally, restructuring the customer journey and sales expense plans at WFG was crucial. High sales expenses and low customer loyalty were the issues. By reducing sales expense by over $1 million and enhancing loyalty, I transformed our approach and achieved remarkable outcomes.

 

These experiences have shaped my career, providing me with invaluable insights and the ability to drive results even in challenging circumstances.

 

If you have interest in learning more and seeing how I can help with your challenges, let's jump on a call.

 

Regards, 

 

Matt Slonaker