Jason Richards

At a time when BizXchange’s had a sole marketing coordinator, I was asked to take over marketing, in addition to existing sales responsibilities, and develop a comprehensive marketing program where only a minimal one existed.

I initiated and managed a complete re-brand, including vis ID and re-creation of all print and digital collateral. I built a team of five marketing professionals to oversee initiatives in two US offices and one international office. I also implemented new marketing… Show more

At a time when BizXchange’s had a sole marketing coordinator, I was asked to take over marketing, in addition to existing sales responsibilities, and develop a comprehensive marketing program where only a minimal one existed.

I initiated and managed a complete re-brand, including vis ID and re-creation of all print and digital collateral. I built a team of five marketing professionals to oversee initiatives in two US offices and one international office. I also implemented new marketing and lead generation strategies for prospects, clients and corporate communications. The resulting well-run, integrated marketing mix included direct, broadcast, digital, PR and experiential outlets. BizXchange experienced more than 125% growth and received multiple recognitions—such as Inc. 5000 Fastest Growing companies—each year for five consecutive years.
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BizXchange was in need of a single proprietary technology platform that would perform sales force automation (SFA), customer relationship management (CRM), serve as an online catalog for its clients and be able perform, manage and report financial transaction between businesses. The company managed B2B financial transactions, but had a locally hosted archaic system that was not accessible by clients to process transactions online; in addition, CRM and SFA were disjointed and did not speak to… Show more

BizXchange was in need of a single proprietary technology platform that would perform sales force automation (SFA), customer relationship management (CRM), serve as an online catalog for its clients and be able perform, manage and report financial transaction between businesses. The company managed B2B financial transactions, but had a locally hosted archaic system that was not accessible by clients to process transactions online; in addition, CRM and SFA were disjointed and did not speak to each other.

I developed and managed a team that included in-house PMs and QAs, outside consulting contractors and offshore development to direct specifications, development, testing and launch. The platform launched—and subsequently changed the way that the company communicated with each other, with clients and with prospects. Over time, these efficiencies led to an increase in sales volume with existing clients, easier and faster new client acquisition and onboarding, and greater controls and analytics of team activity.
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I was onboarded as the President of Project Bionic in May 2011 and performed a complete turnaround of the business. When I joined the company, there was no formal process to deliver service, the company lacked vision and values, and—due to an organizational structure that was top-heavy with unqualified executives—there was very little trust and accountability with the team. The company was averaging $40k a month in revenue, had a high attrition rate and was losing in excess of $10k per month;… Show more

I was onboarded as the President of Project Bionic in May 2011 and performed a complete turnaround of the business. When I joined the company, there was no formal process to deliver service, the company lacked vision and values, and—due to an organizational structure that was top-heavy with unqualified executives—there was very little trust and accountability with the team. The company was averaging $40k a month in revenue, had a high attrition rate and was losing in excess of $10k per month; in short, the business had less than 60 days left.

By creating a core value system with vision, restructuring the management team, developing accountable processes, establishing a budget and making key hires, I was able to get the business back on track. By May 2014, the company had grown by over 200% with profitability, employed a team of 15 highly-specialized people, had nearly 40 clients, with very little attrition, and was recognized as one of the leading firms of its kind in the region.
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While employed with BizXchange, I was promoted to Sales Manager with only two sales people and inconsistent prospecting, goals and processes. I was tasked with building a sustainable and unified sales force sales department across offices in two markets.

I hired, trained and mentored a team of sales professionals for offices in two states. In this capacity, I developed a sales training program for B2B consultative sales, implemented a unified CRM/sales force system, created and managed… Show more

While employed with BizXchange, I was promoted to Sales Manager with only two sales people and inconsistent prospecting, goals and processes. I was tasked with building a sustainable and unified sales force sales department across offices in two markets.

I hired, trained and mentored a team of sales professionals for offices in two states. In this capacity, I developed a sales training program for B2B consultative sales, implemented a unified CRM/sales force system, created and managed sales goals and quotas and oversaw key account acquisitions. In the first year, the efforts led to a 85% increase in client acquisition and established a scalable program for future business development and growth.
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