Latest Cover Letter

James L. Leggett

10320 Dapping Drive

Raleigh, NC 27614

215.501.7810

jameslarry@netzero.net

Dear Hiring Manager,

                I was delighted when I learned of the open sales consultant position with your client, advertised in The Ladders.   I am confident that my experience and qualifications directly match with the skill set you are seeking.  Importantly, I understand exactly what is required as a highly capable consultative salesperson. 

                I possess ample experience with effective and innovative sales attainment, including documented success selling highly complex products and services.  These offerings have included the need for strategic positioning with C level personnel.  Throughout my career, I have efficaciously employed an evangelistic approach regarding my service offerings to my clients, often implementing solutions that were creative and new to the industry at the time.  Although I was initially trained with sales 1.0 skill, at this time I am utilizing sales 2.0 strategies, techniques, and tactics.  I am superbly effectual with cold calling, and am sales certified with Cisco, Fortinet, Checkpoint, Lucent (Avaya) and Nortel.  Simply put, conceiving, developing, and executing the strategies and initiatives that drive revenues,   growth, competitive market positioning, and shareholder value are what I do best.

           

                Please consider a few of my past accomplishments.   I have successfully developed $10 million in contracts for a previously unknown product, Dark Fiber, and company, Abovenet.  I have obtained $2 million in integration business within a large multinational firm, Lucent Technologies, which had no prior experience in that area.  I have also designed and implemented a WebEx sales application for a VoIP assessment software company, Viola Networks, where I was responsible for adding 40% of all new clients and earning $2 million in business revenue, achieving recognition by the company as Top Gun within a 2 year period.  Some of the products I have helped to introduce to the business community include VoIP assessment software, Transmission Services (T1, VoIP, sip, pri, frame relay mpls, sonet, dwdm), hardware including pbx, switches, and routers, and security software/hardware manufacturers such as Firewalls, IDS, IPS, NAC, VPN, Log Management, SIM/SEM, Co-location services, data center service and maintenance, Call processing (voice mail, auto attendant, interactive voice response) , Cloud computing, and unified communications.

                                I always make meeting and even surpassing deadlines and project goals my top priority.  I can confidently promise to deliver the same kind of results on behalf of your firm as I have achieved in previous employment.  I look forward to speaking with you directly in order to further discuss my qualifications.  You may reach me by telephone, 610.348.1878, or by email, jameslarry@netzero.net.  Thank you for your kindly consideration. 

Cordially,

James L. Leggett

James L. Leggett

resume - current 091511

James L. Leggett

10320 Dapping Drive

Raleigh, NC 27614

610.348.1878

215.501.7810

jameslarry@netzero.net

Professional Experience

The JLL Organization, Philadelphia, PA, 2009 - Present

Principal

• Responsible for Telecommunications infrastructure and IT services, sales, consulting, and contracting
• Provide stellar sales contracting services to the global 1000
• Provide highly effective prospecting/cold calling training and workshop services to the SMB and nonprofit sector
• Serve as a highly effective international contract salesperson 
• Designed a new customer marketing program which increased appointment traffic by 200%

The Cureton Group, LLC, King of Prussia, PA, 2008 - 2009

Director

• Successfully designed and sold IP products for SMB firms
• Facilitated demand for and worked with such services/products as SIP trunking, call processing, conference calling, international calling cards, and VoIP network assessments

Viola Networks, Andover, MA, 2005 - 2008

Account Executive

• Successfully sold network assessment, network monitoring, and VoIP design software
• Presented revenue driving products to Carriers, system integrators, and enterprise clients mainly via WebEx
• Responsible for increasing customer base by 40% within 2+ years
• Achieved Top-Gun Sales Award for 2006

Perinet Technologies, LLC, Newtown, PA, 2002 - 2005

National Account Manager

• Responsible for new business development for a security-based System Integrator
• Conducted highly effective prospecting, cold calling, proposal creation, and sales closing for a new business entity
• Provided in-house consulting for projects that included all aspects of Internet and network security, successfully protecting a customer’s Microsoft investment
• Developed new territory in the Southern NJ and Southeastern PA areas
• Regularly utilized Fortinet, Cisco, Barracuda, RSA, Dell, Microsoft, Fujitsu

Metromedia Fiber Network Systems, White Plains, NY, 1999 - 2002
National Account Manager

• Sold Dark Fiber, Optical Networking, and Collocation/IP/Data Center Solutions to large enterprise and carrier clients including Nortel, Cisco, Hitachi, Extreme, Foundry, Lucent, and Corning
• Achieved 110% of $5 million quota in 2002
• Developed new territory in Delaware Valley area

Lucent Technologies, Bala Cynwyd, PA, 1996 - 1999
Internetworking Sales Specialist

• Sold Internetworking solutions, services, and products to large and medium sized  accounts; manufacturers included Lucent Technologies, Cisco, Checkpoint, Security Dynamics, ISS, Bay Networks, Paradyne, First Virtual, Yurie, and Ascend
• Achieved yearly objective of $4 million in month nine (9) of fiscal year - 1998
• Recognized by the Mid-Year Achievers Club for reaching 110% of quota in 1997

Xerox Corporation/Xerox Technical Services, Rochester, NY, 1994 - 1996
Network Services Marketing Executive

• Developed new territory and effectively managed established accounts
• Sold remote LAN access (Telecommuting) solutions to such companies as Ascend, Gandalf, and Cisco, among others
• Successfully sold network services and managed accounts within five states, providing 250 Account Managers with LAN and WAN solutions

Education and Training

College of West Virginia, Beckley, WV 

• Bachelor of Arts, Business

United States Air Force

·         Management Specialist, Honorable Discharge

Skills

·         Public Speaker – 20+ years

Memberships and Activities

·         Requested speaker for professional organizations and schools

o   Jamaica Computer Society Biznet Conference

o   BDPA – National Conference

o   BDPA – Philadelphia – Program Meeting

o   Urban Bankers NY

Four Ways Sales Pros Close More Deals With Email

Four Ways Sales Pros Close More Deals With Email

by Craig Klein

The emails you send to your customers, and the emails you're not sending, could be shooting your sales performance in the foot.Believe it or not, changing the way you email your customers can do more for your bottom line than just about any new sales technique you learn this year.

#1 Educate.

As a sales person, one of your primary roles is to educate your prospects about your company, your products and services, your competition and other important factors that influence their purchase decisions. Of course, another primary role is to build a relationship of trust with your customer and to listen to each customer's needs to help them find the solution that is the best fit. Add to this the fact that customers are busier than ever and getting their attention is often the biggest challenge. No question that balancing these factors is difficult.

We can probably all agree that in the long term, it's more valuable to focus on building the relationship with the customer. So, how about letting email handle some of the educating for you so that your one on one time with the customer can be focused on listening and establishing trust?

When the customer makes a request like, "Can you explain the differences between your two product versions?" you can respond to their request and stay focused on learning about the customer. Try responding with "I have a detailed comparison chart that highlights the different options in our products, including pricing and services that I'll email you. I'll be happy to suggest the best option for you as soon as I've been able to learn some things about your needs. Would you mind telling me....?"

To get started, write down the things your customers most frequently ask you to tell them about - features, pricing, delivery terms, comparison with competitors, etc. - then create emails you can use to inform customers or, even better, create a web page so you can send them a link to that page on your site. In many cases, these emails can be more useful to your customer because they'll have a record of the information and they can easily forward the information to others on their team or possibly use it to refer you to a colleague in another company.

#2 Connecting with Busy Leads, Prospects and Customers.

Often, sales people spend more time attempting to talk with prospects than actually meeting with or talking with them. Repeated calls, voice mails, discussions with assistants and maybe even dropping by can be very time consuming. More importantly, it can be very annoying to your prospect. These days, many busy business people actually prefer to communicate via email to preserve their own time. You can use this to your advantage by sending emails requesting an appointment or even asking specific questions that the prospect can easily answer via email.

A technique that I find very useful when trying to make initial contact with a new lead is to combine calling and emails. Create a campaign where you call once and leave an introductory voice mail. Then call back in a couple of days and leave a more informative voice mail. Then 2 or 3 days after your second call, email them expressing your interest in talking with them to find out some specific things about their needs or to share some valuable information with them and request a specific time for you to call. Those that are interested but, just too busy to call, will often find it convenient to quickly reply to your email. Even if all they do is respond with "I'm traveling and will not be able to speak with you until the 1st of next month.", at least you've got a two way conversation going and you can stop wasting your time and annoying the prospect in the mean time.

Of course, the campaign could go on from there and involve into a sequence of several calls and emails. The key is to make it automatic. Use your contact management or CRM system to tell you what the next step is and when to take it. Make the emails completely automatic if you can. That way you're spending less time trying to decide what to do and more time just reaching out to more customers and prospects.

#3 Firing Prospects. When you call and email repeatedly and you still get no response from prospects, there is a reason. Usually the reason is that the prospect is too busy to respond and the product or service you're offering is not something they feel they really need right now. However, until you actually hear from the prospect, you don't know that's the case so, we just keep calling for weeks and weeks. You can take advantage of the fact that prospects expect to be "chased" by sales people and in fact, derive a sense of power from it, by firing them.

If you call several times and receive no response, how about an email that says something like "I've called several times to learn about ....... Due to the constraints on my time and the number of companies interested in 'my company', I'm going to take you off my call list. I will send you a couple of emails designed to help you identify if 'my company' can help 'your company'. If you'd prefer, you can quickly let me know how best to proceed by responding to this email."

Then you create a series of emails that highlight the reasons the prospect may want to invest some time talking with you. Again, make sure it's automated in your contact management or CRM system so that you can just "turn on" the emails and then move on to other prospects.

You'll be surprised how often prospects will respond to being fired. They want to be on your list (the classic take-away). Especially in the most common case where they are interested in your product or service but, just haven't gotten it on the top of their priority lists. Those prospects will respond and tell you when and how to get in touch with them.

#4 Nurturing Lost Opportunities. For many businesses, this can have more impact on your sales than anything else.The fact is that you probably close 20 to 30% of the leads you get or opportunities you pursue. That means that 70 to 80% of the leads you talk to don't buy. In addition, the most common reason that sales are not closed is that the customer decides to do nothing. Meaning, they chose not to buy anything or not to change suppliers right now. That means they're still prospects, it's just a matter of timing and priorities.

Because sales people are driven by near term quotas, when a customer says no, they hear "No, not ever." and stop pursuing the lead altogether. Only you can decide whether a lead that's gone "cold" is worthy for you to follow up with again in a few months but, what if you could schedule a lead nurturing email campaign for the lead?

This doesn't have to be anything complicated. Just an email once a month asking for an appointment may do the trick. If you can come up with a series of different things the prospect will value to send to them, that's even better. The main point is that you're branding yourself and your company with the lead. When things change for them and they're ready to learn more about the type of products and services you offer, you'll get the call just because they'll have your last email and will remember your name.

Does it really work?

Staying in touch with 80% of the leads you talk to that have gone cold: If you talk to 100 new leads each month, then after 6 months, you've got 480 leads you're touching via email. Assume a conservative 1% response rate and now you're talking 5 additional leads each month that are probably better qualified than the average brand new lead. Sticking with a 20% close rate and that means 1 additional sale each month!

Firing Prospects: Experience tells me that a minimum of 1 in 5 unresponsive prospects will respond when you "fire" them. How many leads have you been chasing for too long already? This technique should get as many as 20% of them to email or call you.

Connecting with Busy Prospects: How much time do you spend calling prospects to make the initial connection? This should free up a good 25 to 50% of that time for you to focus on other customers or prospects.

Educating Customers: This one is hard to quantify because it could impact your customers and you in so many different ways. However, the most powerful example is this... You've gotten that initial meeting with the key decision maker and you tell him you'll send all the specifications in a follow up email so you can focus your time with him on learning his needs. Now you've got his attention AND, when you send the email, he instantly forwards it to the 5 people in his company that need to be part of the decision and copies you. That's priceless!



I can Sell...........

I can Sell!

I've always had the ability to get in front of folks and share. However, my first Telecom job in 84 was with Telemarketing Communications a reseller of ATT's long distance network. Jim Love was my manager. He stated that I had a decision to make concerning the length of time it would take to be successful. Either I could read and learn from others that are already successful or I can do the trail and error and gain the knowledge in 25 years. I went with the reading. My first sales book was Zig Ziglar - Secrets to closing sales. The book taught techniques and also how to program your thinking and frame of mind.

The 10 Must Have Traits Of A Salesperson

by Anita Setnor Byer, President - Setnor Byer Insurance & Risk 20. March 2006 15:01

"What are the traits of an effective salesperson and how are they identified in a candidate?" These questions have been studied for decades and a broad range of opinions have been offered by corporate executives, college professors, industrial psychologists and human resource managers. Corporate America, in need of effective and profitable salespeople, continues to develop interviewing and testing standards designed to define and uncover sales talent.

I have participated, as an employer, in screening techniques that have been highly successful and I have participated in an equal number that have clearly failed. Unfortunately, a majority of sales screening techniques, at their best, will fall short of the employer's expectations. The most reliable screening tests, although not completely full-proof, will embody a full day of psychological screening by an industrial psychologist. How many of us, as small to medium employers, can afford the $800 - $1500 price tag that goes along with this approach? Is the small to medium employer at a disadvantage in the hiring process? Maybe not.

If you are in the market for a salesperson or a sales team, first consider the "10 Must Have Traits" of a salesperson:

1) Salespeople rarely perceive obstacles.
Obstacles always exist, but a salesperson will typically charge through the obstacle, rarely pausing to take note of its challenge. A salesperson is inspired by obstacles and they don't "ruminate or contemplate" the challenge for too long.

2) Salespeople overcome rejection.
Rejection does not deeply wound a salesperson. Their emotional response is more akin to the feelings associated with an act of dishonor. After all, a good salesperson knows the client or prospect made the judgment in error. This is not to say that salespeople do not have hearts. They have hearts, but they are selective in whom they respond to.

3) Salespeople live to persuade.
Their desire to persuade will not be misunderstood as simple persistence. These are people that have a belief and passion for their position. Their self-esteem is derived largely from the people and events they inspire to action.

4) Salespeople must be able to "read and relate" to the prospect.
Experiencing the feeling, thoughts and attitudes of others permits the salesperson to form their presentation and responses in a way that will foster true communication. A prospect's motivations and a salesperson's responses to the prospect's verbal and non-verbal language (body language) represent the basis of all sales efforts.

5) Salespeople want to be liked, but they rarely need to be liked.
Salespeople have a clearly defined mission; they keep their focus on the requisite outcome -- the sale. They are not trying to build friendships and they will not be maneuvered to digress from their goal. Although they will develop friendships and are likable people, they do not misunderstand their purpose for visiting with a prospect. They will not construct their message to win friends and be liked, rather they will construct it to close the sale. They would rather not offend, but if they do, it's O.K.

6) Salespeople like people.
Not all people like people, but a salesperson does. They don't like all people, but they generally enjoy interacting with people and engaging in lively dialogue.

7) Salespeople need to have some "sense of urgency."
There are the "plodders" and they, through persistence, routine and hard work, will achieve success. Plodders may not have a sense of urgency, but their peer, the "every minute counts" guy does. These folks are driven by benevolent demons that challenge them every minute of the day. You've met these salespeople. They are the producers in the office who have to get the job done now!

8) Salespeople will always have a tale of "accomplishment from adversity."
These people are proud of their accomplishments and they will usually value the lessons learned and skills developed from a particularly challenging obstacle. They may even be proud of their failure because of their ability to rebound and refine themselves. These people win, even when they lose.

9) Salespeople have to have a definitive lifestyle goal.
Even with the best of sales personality traits, no one will achieve great economic success unless they are driven to be wealthy. As crude as it may seem, working hard at a job that yields "money for effort" requires a distinct and passionate commitment to money or to the power, security and influence that money can buy.

10) Salespeople need to have a need.
Ask any successful salesperson about ambition and where they feel it is derived from. It seems that "a need" is at the core of their commitment and energy. Their needs are widely varied, but these are not people that want things, they need things.

Many of these traits mentioned above can be uncovered in a carefully crafted interview process. In fact, why not go ahead and ask the questions directly. Remember, though, that an intelligent applicant will be prepared for even the most rigorous of interviews. Ask a direct question, ask it again, indirectly, and then challenge the applicant to support their answer. Throughout the interview, look for opportunities to prove or disprove the existence of the "ten must have traits." You'll find them, if they are there.

One last word of advice, and this applies explicitly to experienced salespeople. Never, never, never hire a successful salesperson who cannot support his claims of success with records and wages. Because salespeople, even in the absence of every other sales trait, have a record of closing sales.

Hiring and Orientation: Setting the Tone of the Employment Relationship (Online Course)

Interviewing for Effective Low-Risk Hiring (Online Course)

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2006 | Human Resources

Characteristics of a Superior Salesperson

SN004
Top Sellers: Characteristics of a Superior Salesperson1
Amanda Ruth and Allen Wysocki2
1. This document is SN004, one of a series of the Food and Resource Economics Department, Florida Cooperative Extension Service, Institute of Food and
Agricultural Sciences, University of Florida. Original publication date March 2002. Reviewed October 2008. Visit the EDIS Web Site at
http://edis.ifas.ufl.edu.
2. Amanda Ruth, graduate student in the Agricultural Education and Communications masters program, and Allen Wysocki, assistant professor, Department
of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville,
FL.
The Institute of Food and Agricultural Sciences (IFAS) is an Equal Opportunity Institution authorized to provide research, educational information and
other services only to individuals and institutions that function with non-discrimination with respect to race, creed, color, religion, age, disability, sex,
sexual orientation, marital status, national origin, political opinions or affiliations. U.S. Department of Agriculture, Cooperative Extension Service,
University of Florida, IFAS, Florida A. & M. University Cooperative Extension Program, and Boards of County Commissioners Cooperating. Larry
Arrington, Dean
Introduction
A "plaid suit and hard sell tactics" do not define
superior selling. There are many determinants
impacting sales performance that distinguish superior
salespeople from inferior salespeople (Sardar and
Patton, 2002). As a salesperson, you have hundreds
of competitors, and customers will choose you on the
basis of how well you present your product to them.
This document will focus on the benefits of
being a top seller, the attributes of a top seller, the
difference between tellers and sellers, and how to
define a top seller. Also, this document will provide a
better understanding of what really makes a great
salesperson and the tools to help you obtain the
characteristics needed to be a top seller.
The Benefits of Being a Top Seller
A top salesperson clearly has the competitive
edge over other salespeople; they have the
characteristics needed to sell their products and create
important relationships. Twenty percent of all
salespeople make eighty percent of all sales, which
means eighty percent of a sales force fights over the
remaining 20 percent of business (Greenberg &
Greenberg, 1983). This statistic reinforces how
important it is to be in the top twenty percent of
sellers. These top salespeople possess personalities
and abilities that best fit selling as an occupation. In
addition, 55 percent of salespeople have no ability to
sell, and 25 percent have sales ability but are selling
the wrong product or service (Greenberg and
Greenberg, 1983).
Improving a salesperson's performance will
increase both the organization's profitability and the
salesperson's income. When using personality
profiling techniques, a peak performer will be
recruited over mediocre and poor performers and will
move up the promotional ladder quicker (Sardar and
Patton, 2002). The benefits of being a top seller are
excellent incentives to learning the attributes of a
successful salesperson. The good news is that top
sellers are not born; anyone can become a top seller
by studying, practicing, concentrating, and focusing
on his own performance (Basis International, 2002).
The Attributes of a Top Seller
Successful salespeople possess common
attributes. This paper presents three sets of attributes
that researchers have identified for top sellers.
Top Sellers: Characteristics of a Superior Salesperson 2
Common Attributes: Set 1
The first set of common attributes comes from a
recent study by the Harvard Business School. The
study found that highly successful salespeople do not
take “no” personally; take 100 percent
responsibility for results; possess empathy; have
above average ambition, empathy, and willpower and
determination; are intensely goal-oriented; and can
easily approach strangers (BASIS International,
2002). In addition, the study found that knowing how
to sell effectively is not always second nature; these
attributes can be learned and incorporated into a
personal development plan for reaching top seller
status.
Authors Patton and Sardar (2002) define five
related qualities that they feel describe a successful
salesperson: high energy level, self-confidence,
hunger for money, well-established habits of
industry, and the ability to see obstacles as
challenges. They believe that top sellers possess a
compulsive need to win and hold the affection of
others (Sardar and Patton, 2002).
Common Attributes: Set 2
The second set of common attributes were
identified by Drs. Jeanne and Herbert Greenberg.
They suggest that a salesperson needs three basic
traits to be successful: empathy, ego drive, and ego
strength (Greenberg and Greenberg, 1983).
Empathy is defined as the ability of the
salesperson to relate to customers effectively. An
example of empathy is where a salesperson making a
lot of money is selling insurance to less fortunate
individuals. If the salesperson understands that the
customer can only afford the bare necessities, he is
more likely to make the sale by not pressuring the
customer into buying something the customer cannot
afford. In other words, being able to understand the
customer's financial situation. Empathy is the
guidance mechanism that allows the salesperson to
follow the prospect through evasions and objections
until the prospect's real needs are targeted and the
sale is closed (Greenberg and Greenberg, 1983).
Ego drive is defined as gaining personal
gratification by persuading another individual to do
what you want him to do. The Greenbergs believe
that the ego-driven individual is only satisfied when
victory (the sale) is achieved. An example of
ego-drive is where a salesperson is on the road
visiting prospective customers, but he keeps getting
rejected. In other words, the ego-driven individual
will not be happy until he has made the sale. Ego
drive is the motive force launching the salesperson
toward the potential customer (Greenberg and
Greenberg, 1983).
Ego strength is defined as the resilience to move
onto the next sales situation after being rejected. An
example of ego strength is where a salesperson
pursues the customer until the sale is finished. In
other words, "never give up.” Ego strength is having
the stamina to follow the prospect through evasions
and objections until the sale is closed (Greenberg and
Greenberg, 1983).
While deficiencies in empathy, ego-drive, and
ego-strength can guarantee sales failure, possessing
them does not automatically guarantee sales success
(Greenberg and Greenberg, 1983). In addition,
having the ability to deal with complex ideas and
concepts, make quick analyses and judgments,
negotiate systematically and persistently, and
manage/organize time are also traits that can improve
sales performance.
Common Attributes: Set 3
The third set of common attributes that a top
salesperson may possess are listed in the article, What
Makes a Great Salesperson? Links Between Our
Heritage and the Future, by Sardar and Patton (2002).
These include the following:
• job commitment
• strategic orientation
• intellect
• mental alertness
• sociability
• authoritative
Top Sellers: Characteristics of a Superior Salesperson 3
• dependability
• persistence
• courage
• ability to improvise
• inquisitiveness
• forcefulness
• tenacity
• straightforwardness
Combining some of these qualities with those
that you already possess may be the perfect fit for you
in your sales situation. However, having these
qualities do not automatically guarantee success.
The Difference between Tellers and
Sellers
Are you a teller or a seller? What is the
difference between a teller and a seller? A good
source for determining the difference is The Top Ten
Ways to Know You are a Teller or a Seller by Terri
Levine (2000). Terry Levine, a business coach for
sales and marketing professionals, has been the
number one salesperson in two different national
organizations and bases his teller or seller list on
personal experiences. Although many people in sales
title themselves “sellers”, in reality they are just
“tellers”. To be a top performer in the sales
industry, you need to be an effective seller not an
effective teller. Figure 1 distinguishes tellers from
sellers (Levine, 2000). Which one are you?
Figure 1. How to distinguish tellers from sellers.
How to Define a Top Seller
In a recent survey conducted by a management
company, 365 CEOs were asked what they thought
were the key factors that separate high performing
sales professionals from low-performing sales
professionals (Gitomer, 2000). Their top answers
were self-discipline, motivation, product knowledge,
customer knowledge, and innate talent and
personality. When an analysis of this survey was
conducted, it was discovered that these executives are
not the ones who actually go out and make the sales.
The characteristics they indicated do not separate
superior performers from inferior performers. The
study then identified and concluded that the following
characteristics, if mastered by a salesperson, will
make him rise above the rest. How do you measure up
to these qualities?
• Unyielding belief in the company, the product
and yourself
• Creativity to differentiate yourself from the
competition
• Sense of humor that builds deep rapport
• Ability to promote yourself
• Ability to maintain price integrity
• Unyielding personal values and ethics
• Reliability and dependability
• Passion and desire to excel and be the best
• Exciting presentation skills
• Ability to generate profit and loyal customers
• Selling for the love of helping others get what
they want rather than for the love of money
• Perpetual positive attitude and enthusiasm
Top Sellers: Characteristics of a Superior Salesperson 4
Conclusion
Now that you know the benefits of being a top
seller, the attributes of a top seller, the difference
between a teller and a seller, and how to define a top
seller, hopefully you will be on your way to being the
best of the best in sales. Sales is a strenuous,
challenging, and demanding occupation, and being a
top salesperson is not easy. Having an idea of the
attributes needed to be a top salesperson will help you
achieve top seller status. So get rid of the plaid suit
and start selling!
References
BASIS International. What makes a successful
seller? How to make the Big Bucks Selling BASIS
International. Retrieved February 6, 2002 from the
Internet.
http://www.basis.com/sales/selling/sellingbasis.pdf
Gitomer, J. (2001). Specific characteristics are
what make top sales people tops. American City
Business Journals. Retrieved February 6, 2002 from
the Internet.
http://houston.bcentral.com/houston/stories/2001/07/
02/smallb2.html
Greenberg, H.M., & Greenberg, J. (1983). The
personality of a top salesperson. Nations Business.
Retrieved February 6, 2002 from the Internet.
http://www.calipercanada.com/personality.htm
Levine, T. (2000). The top 10 ways to know if
you are a teller or a seller. Coachville Coach Training
Resource Center. Retrieved from the Internet.
http://www.topten.org/public/AF/AF102.html
Sardar, A., & Patton, M.A. What makes a great
salesperson?: Links between our heritage and the
future. Retrieved February 7, 2002 from the Internet.
Site cannot be linked. To access online, type the
following
"http://130.195.95.71:8081/www/ANZMAC1999/
Site/S/Sardar.pdf" at the "Address" line.

Resume

James L. Leggett

10320 Dapping Drive

Raleigh NC 27614

610.348.1878

215.501.7810

jameslarry@netzero.net

jdoubleel@gmail.com

Summary of Qualifications

King of the Cold Call (intelligent prospecting system). Exceptional leader with talent selling design, quality, service and value over price. Proven revenue generator in all market conditions. Adept at B2B sales and negotiations with decision makers at many levels. Technically savvy. Demonstrated ability to build new territories and expand opportunities within existing client bases. Outstanding relationship building, training and presentation skills. Intelligent, articulate and driven to succeed. Seasoned Sales Hunter with subject matter specialist experience as well as being a trusted advisor.

Core Competencies

Strategic Planning, Healthcare, Carrier, Financial, Educational, Channel, Enterprise Sales, Client Relationship Management, In-Service Sales Training, Client Needs Assessment, Market Analysis, Forecasting, Profit and Loss Management and Negotiation

Work Experience

The JLL Organization. – Philadelphia PA 2009 to Current

Principal

Telecommunications Infrastructure and IT services, sales, consulting and contracting. Provides sales contracting services to the global 1000. Provided prospecting/cold calling training and workshops services to the SMB and nonprofit sector. Contract salesperson internationally.

Designed a new customer marketing program that increased appointment traffic by 200%.

The Cureton Group, LLC. – King of Prussia, PA 2008 to 2009

Director

Sold and designed IP products for SMB firms. Services/Products included SIP trunking, call processing, conference calling, international calling cards and VoIP network assessments.

Viola Networks - Andover, MA 2005 to 2008

Account Executive

Sold Network assessment, network monitoring and VoIP design software. Presented revenue driving products to Carriers, system integrators and enterprise clients mainly via WebEx.

Increased customer base by 40% within 2+ years.

Received Top-Gun Sales award for 2006.

Perinet Technologies, LLC, Newtown, PA 2002 to 2005

National Account Manager

New Business Development for a security based System Integrator. Prospecting, Cold Calls, Proposal Creation and Sales Closing for a new business entity. Providing in-house consulting on projects that includes all aspects of Internet and network security and protecting a customer’s Microsoft investment. Developing new territory in the Southern NJ and Southeastern Pa areas. Fortinet, Cisco, Barracuda, RSA, Dell, Microsoft, Fujitsu.

Metromedia Fiber Network Systems, White Plains, N.Y. 1999 to 2002
National Account Manager
Sold Dark Fiber, Optical Networking and Collocation/IP/Data Center Solutions to large enterprise and carrier clients
Nortel, Cisco, Hitachi, Extreme, Foundry, Lucent, Corning..

Achieved 110% of $5 million quota in year 2002.
Developed new territory in Delaware Valley area

Lucent Technologies, Bala Cynwyd, PA 1996 - 1999
Internetworking Sales Specialist
Sold Internetworking solutions, services and products into large and medium accounts. Manufacturers included Lucent Technologies, Cisco, Checkpoint, Security Dynamics, ISS, Bay Networks, Paradyne, First Virtual, Yurie and Ascend.
Attained yearly objective of $4 million in month nine (9) of fiscal year.
Mid-Year Achievers Club (110% of quota) for 1997.

Xerox Corporation/Xerox Technical Services, Rochester, N.Y. 1994 - 1996
Network Services Marketing Executive
Developed new territory and handled established accounts. Sold remote LAN access (Telecommuting) solutions with the likes of Ascend, Gandalf, Cisco and others.
Sold network services and managed accounts within five states and provided 250 Account Managers with LAN and WAN solutions.

B.A. Business

College of West Virginia, Beckley, WV

USAF, Management Specialist, Honorable Discharge

Requested speaker for professional organizations and schools.

Active participant in sports year round.