The Foundation Years
I began my professional sales career during the pharmaceutical industry’s explosive growth period. After launching my career at Marion Laboratories—renowned for its exceptional sales training program—I was recruited into the emerging biotech sector to work with Genentech, Inc. This highly competitive, price-sensitive environment became my laboratory for mastering persuasion and sophisticated account management skills.
The Eli Lilly and Company Experience
Joining Eli Lilly and Company, I was tasked with establishing their struggling cardiovascular brand in Detroit, Michigan. This challenging assignment became the crucible where I developed my ability to rapidly assess and transform underperforming territories—skills that would prove invaluable throughout my career.
My success in the hospital marketplace led senior leadership to select me for two additional turnaround management assignments. Then came the opportunity that would define my approach to sales leadership: building and leading the team to launch Cialis, a primary care medication entering a crowded market.
The leadership philosophies and execution strategies I developed during those hospital years formed the foundation of my talent acquisition, launch planning, and team development approach. The results spoke for themselves—we delivered exceptional performance during Cialis’s critical early launch period.
Throughout Lilly’s frequent restructuring in the 2000s, I consistently led my teams to perform. In 2011, we achieved top national results launching Tradjenta, a new diabetes medication, further validating the systems and approaches I had refined over the years.
The Vivus Challenge
In 2013, following a major downsizing at Lilly, I joined Vivus, Inc. for what would become one of my most demanding turnaround situations. My new sales team ranked dead last nationally for eight consecutive months during their product launch.
Without making dramatic personnel changes, I immersed myself in obesity medicine, thoroughly assessed the situation, and systematically led the team out of last place. By mid-2017, my Midwest sales team had climbed to #1 in the nation—a transformation that reinforced my belief in the power of strategic leadership over wholesale roster changes.
Tris Pharma: Leadership and Development
In late 2017, I joined Tris Pharma, LLC, initially leading the Midwest sales region. As my impact became evident, my role expanded to include responsibility for sales training and leadership development across the entire sales organization. This evolution allowed me to scale the systems and methodologies I had developed over two decades, helping develop the next generation of sales leaders while continuing to drive regional performance.
DOT Compliance Group: The Current Chapter
In January 2025, I joined DOT Compliance Group as Vice President of Sales with a clear mandate: turn around the sales team and exceed revenue expectations. This role represents the culmination of my experience—combining operational sales leadership with strategic oversight and the talent development expertise I’ve refined throughout my career.
The System Behind the Success
Throughout my journey, I’ve distilled a repeatable system of success that works across geographies, products, and markets. I remain a dedicated student of human performance and a champion of challenging conventional thinking.
Most importantly, I’m deeply grateful to the many sales professionals who have served alongside me—they are remarkable people who made every success possible. I’m equally thankful for the mentors and senior leaders who continue to challenge and support me on this journey.