08 13 sm 0214 coverstory

COVER STORY

The Go-To Gal

TOP

Tracey Caville Swish Maintenance Ltd.

T

SALES

LEADERS

By Stephanie S. Beecher, Associate Editor

SM recognizes the STELLAR SALES REPS from 2013

8 • Jan/Feb 2014 • SANITARY MAINTENANCE

I

TOP

n 2013, Sanitary Maintenance celebrated its 70th anniversary. While we’re proud of this achievement, we really owe our success to the folks who are in the field each and every day.

Salespeople are the lifeblood of the jan/san industry. Unfortunately, not everyone has the resources to recognize their standout reps. That’s why Sanitary Maintenance has made it an annual tradition to shine a well-deserved spotlight on five outstanding sales leaders.

We asked distributors and end users to nominate employees, colleagues and reps who go beyond the call of duty to help their customers create cleaner, safer, healthier building environments.

These five individuals do more than just produce high sales figures — they embody the passion, professionalism and drive that will propel the cleaning industry into the next 70 years.

Let’s meet our 2013 Sales Leaders.

o call Tracey Caville an “overachiever,” might be a bit of an understatement. As a strategic accounts executive at Swish Maintenance Ltd., Caville not only handles the company’s largest accounts — topping $12 million in annual sales — but also manages clients across the entire province of Ontario, a sales territory roughly the size of Texas.

From the company’s headquarters in Peterborough, Ontario, Canada, it’s not unusual for Caville to drive more than 50,000 miles a year to meet with corporate customers, says Swish Maintenance CEO Shane Mahoney.

“She is a hands-on person, who works tireless hours and delivers emergency product to her customers on the weekend,” explains Mahoney. “All of her customers have her cell phone number and her home number.

She’s been able to grow her book of business because people have come to rely on her.”

Mahoney recalls a snowstorm on a Sunday shortly before Christmas, when he briefly stopped in at work.

As he was going over paperwork, he received a phone call from somewhere inside the office.

“It was Tracey, working for one of her customers,” Mahoney says. “It’s just a testament to her loyalty to the company, and to her customers. Her customer-centric philosophy has really been key to her success.”

That success has earned Caville the company’s “Salesperson of the Year” award the last two years, as well as several other accolades.

Caville joined the company in 1992, when she first worked for the firm as a temp in the accounting department. Later, while working in customer service, she noticed a pattern of rep turnover occurring in one of the company’s top accounts. Sales reps were growing frustrated with the client’s revolving door of decision makers, and subsequently, the length of time it was taking to make sales.

When the client awarded Swish with an additional bundle of business, Caville was confident she possessed the patience and know-how to turn things around.

“I didn’t mind the (sales) process,” Caville says.

“If it took five times to sell a broom, I was willing to do it. I was building the client.”

Despite a lack in sales experience, Caville approached Swish Co-owner Mike Ambler with her ideas on how to handle the account. She felt if she could standardize this client’s multiple locations with the same products and procedures, it would simplify inventory and staff functions, resulting in significant

cost-savings. Management agreed, and Caville was promoted to outside sales.

“The opportunity was there and I knew that if I did it right, it would be fabulous,” Caville says.

Her strategies clearly worked. The next year, Caville’s accomplishments earned her Swish’s “Rookie of the Year” award.

Nearly 20 years later, that client remains a multi-million dollar account.

Mark Wilson, vice president of merchandising, works with Caville on high profile accounts, and calls her the overall “go-to person” for national customers.

“Her phone is on 24/7 and she takes calls at night,” he says. “Tracey will answer her e-mail at 4 a.m., then drive two hours away to deliver [products] to customers. When they are in trouble and they need someone to rely on, Tracey’s that person.”

Perhaps that’s why Caville has racked up nearly 50 unused vacation days. Her colleagues say she is notorious for sneaking back into the office on her days off.

“It’s an addiction, I think,” jokes Caville. “You’re working the hardest for your customers and they trust you for that. We have to get the job done.”

Tracey Caville finishes a site survey after reviewing a new government building’s cleaning requirements and procedures SANITARY MAINTENANCE • Jan/Feb 2014 • 9

The Chameleon

TOP

Jason Jones Cavalier Inc.

A

s the highest grossing sales representative at Cavalier Inc., Jason Jones possesses the repertoire to secure clients as big as the U.S. Navy, as well as the everyday Ma and Pop shops.

His colleagues say he’s a salesman throughand-through — smart, personable, punctual and direct — yet Jones’ most important skill may also be his most subtle.

According to Bruce Heller, president of the Norfolk, Va., business, Jones’ ability to blend in and relate to janitors and business owners, alike, has earned

“He’s willing to roll-up his sleeves and work with our customers just to make sure their training is proper,” Oncken says. “He has the brain of a chemist when it comes to recommending cleaning products, and certain soils and how to attack cleaning problems. He’s an absolute expert.”

Jones credits his sales prowess to his upbringing. His father worked as a trainer for show and race horses. While the equestrian world is often associated with wealth, Jones says that wasn’t the case for his family. Despite their humble position in equine society, Jones’ father was a highly respected man — even being inducted into the Virginia Horse Show hall of fame — and it provided Jones with a unique, dichotomous perspective on working and interacting with people from all walks of life.

“In the horse industry, you get to meet a lot of interesting people, often people with a lot of money,” says Jones.

“But, then I was also in the barn mucking horse manure. So, humility is a trait I learned.”

Jones uses his experiences to maneuver the rocky waters of government contracts with various fleets at the Norfolk Naval Station, to implement sustainable cleaning processes within an urban public school system, and to secure the trust of several nonprofit organizations.

“Whether it’s an $100 order, or an $100,000 order, I am going to give you the same respect,” he says.

Jason Jones is just as comfortable working with executives as Jones maintained these customer he is with janitors on the front line relationships even when his company (under previous ownership) was on him the respect and reputation that often leads cus- shaky ground, most notably during two separate tomers to Cavalier, instead of the other way around. acquisition transition periods, during which Heller, He is just as comfortable in jeans as a business suit. Jones and inside sales manager Scott Kershner evenHeller describes Jones as a “chameleon.” tually purchased the company. When everything was “He’s able to discuss equally with front line work- said and done, Jones was moved from the customer ers, as well as executives and everyone in between,” service desk into the field as an outside sales rep. He Heller says. “He respects them. He teaches them. says it was a natural conversion.

He is the epitome of what a salesman should be.”

“I had a ton of relationships out there, which Jones isn’t afraid to “apply some elbow grease,” were all ‘warm’ accounts because we already had says Frank Oncken, vice president of marketing. In a relationship over the phone. It was much easier fact, on this day, Jones was out in the field doing a than a cold call,” explains Jones. “They could rely on floor scrub and recoat at a local school. me on the inside, and I kept that up on the outside.”

10 • Jan/Feb 2014 • SANITARY MAINTENANCE

Spreading The Wealth Paul Rebner Waxie Sanitary Supply

TOP

A

t the age of 25, Paul Rebner left his home state of New Jersey for a new life in Seattle.

Packing what he could, he drove nearly 3,000 miles to clutch an opportunity in janitorial sales.

When Rebner arrived, he was thrown into door-to-door sales, armed with a few words of advice from his mentors, a supply catalog and unfettered determination.

“I did not see a lot of opportunities in New Jersey for me,” says Rebner, currently a sales consultant with San Diego-based Waxie Sanitary Supply. “I just knew I had a job with a janitorial company in Washington.

After the company let me learn in a small town, I did pretty well and I realized I love sales.”

Rebner carried his passion for the janitorial business throughout a career that spans more than two decades. Eventually, his success led to several promotions, including to regional sales manager of Oregon

sales totals by growing his book of business by more than 50 percent.

He says he accomplished the growth by building on existing customer relationships and securing the trust of prospects, before turning them into his customers.

“I was a familiar face already,” says Rebner. “What I needed to do was build that trust and move to the other side of the table.

I become one of their employees.”

Rebner refocused his efforts on providing solutions to his customers, including green cleaning programs and waste reduction. Soon, customers began to realize his value and began turning more and more business over to him.

“Our tagline is: ‘The customer is the focus of everything we do,’” says Rick Jones, Waxie general manager in the Pacific Northwest. “Paul believes that and acts on that. Because he’s done that for over 20 years, he has really earned his reputation. He is the most dedicated and professional sales consultant I’ve worked with.”

Instead of holding onto all of that business for himself, Rebner makes it his mission to spread the wealth. Every year, Rebner takes a close look at his accounts and voluntarily gives up the bottom 20 percent of his business, according to Jones.

“This accomplishes two things,” explains Jones. “It gives commission dollars to new sales consultants and gives Paul the time to service his larger customers, as well as find new business.”

For Rebner, the strategy just makes good business sense.

“I think it’s about management,” Rebner says. “I When he puts sales aside, Paul Rebner is an know I only have so much time to give a high level of avid fly fisherman. Here he holds a brag-worthy service to a finite amount of clients. I’ve got to let go.”

Muskie The move also allows Rebner pass the baton on to and Washington. But after years on the road, and the younger sales reps, many of whom look to the veteran birth of he and his wife’s second child, Rebner wanted for career advice — much like he did with his mentors to be closer to home. when he first arrived in Seattle.

Rebner made the decision to step down from the “I know what it takes to make those calls. I know position and return to his roots — in direct sales. what it feels to be rejected,” says Rebner. “It comes Over three years, Rebner exceeded his previous down to wanting to help them succeed.”

SANITARY MAINTENANCE • Jan/Feb 2014 • 11

The Team Player

TOP

Jim Sinn Dalco

I

n the mid 1980s, a business book called the “OneMinute Sales Person” was making its rounds in Corporate America. Eventually, the 112-page sales guide fell into the lap of Jim Sinn — then a young sales representative fresh out of college — and changed the way he would view his sales career going forward.

The book purported that the secret to successful sales wasn’t selling the most product, but rather “helping people to feel good about what they buy.” The message quickly resonated with Sinn.

“It basically says, ‘Work well with everyone and try to do good by your customers,” says Sinn, a veteran account manager at Dalco in Minneapolis. Sinn works out of the Rochester, Minn.

Jim Sinn shows off his other talent: hunting. Above is the 8-point buck Sinn bagged during a hunt, last fall

12 • Jan/Feb 2014 • SANITARY MAINTENANCE

Wired To Sell Jason Teigman

TOP

Bio-Shine Inc. branch. “If what I do makes him look good — if I can save him money, or show him better cleaning procedures — then he will buy from me. I try to make their jobs easy.”

For example, when one of Dalco’s largest customers — an internationally-renowned medical facility — needed to substitute their toilet bowl cleaner with a product that had a lower pH factor due to new regulations, Sinn immediately began working to find a replacement. There was just one problem: the product didn’t exist.

Instead of going back to the customer with a curt apology and an unfulfileed request, Sinn and his sales partner, Gary Schoenfelder, worked with a small chemical manufacturer to develop a toilet bowl cleaner specifically fit for the hospital’s needs.

Going above and beyond for customers is simply in Sinn’s character, says Executive Vice President, Rod Dummer.

He says key customers at the company routinely demand to work with Sinn, a fact that Sinn is humble about when asked.

“I just try to be a team player,” Sinn says.

“If they have a problem, it is just as much our problem, as theirs. I don’t go for quick sales. I try to help them out. It’s a win-win all around.”

According to Dummer, Sinn also brings that team mentality back to the office.

Sinn sits on several committees within the company, including its CARE (Customer Are Really Everything) committee, which aims to position sales best practices and advises less experienced sales reps. He is also involved in the company’s new products committee, where he helps to select products — or get rid of them — as he did when he consolidated the company’s expansive line of mops.

“He has a passion for the business — you have to if you’re going to be at that level,” Dummer says. “He’s big on technology, and he always wants to be on the cutting edge to find the next greatest product and solutions.”

W

hen most people are invited to attend an exclusive event, there are typically two things that cross the mind: What kind of food is going to be served, and who made it onto the guest list.

Such soirees are usually viewed as an opportunity to step away from the slog of day-to-day work, enjoy the company of peers or just relax. But, that’s simply not in Jason Teigman’s blood.

In 2013, Teigman, the executive sales director at Bio-Shine in Spotswood, N.J., attended a behind-thescenes event at a major sports stadium for an equipment manufacturer. While his competitors relished in the unique experience, Teigman was busy formulating a plan to get his foot in the door and turn the stadium into one of his customers.

out of the ballpark.

“Jason ended up saying ‘I think I can help you,’” says Glenn Rothstein, president and CEO of Bio-Shine.

“He turned it into a sales call. He does that all the time. He’s hardwired to sell.”

Teigman doesn’t see it that way.

“The harder you work, the luckier you get,” he says. “I see myself as a consultant more than I do a salesperson.

Sure, I like to see profits; I love to sell a box. But, I like it better when I can affect change.”

Those changes include developing a waste-savings program at the stadium, making a local school system healthier for students and staff, and introducing new technologies to colleagues within the company, among other initiatives.

“He actually woke us up and introduced us to iPads in the field,” Rothstein says. “We’re starting to work on social media, and he’s been helping me with redesign of our website. His mind never stops turning.”

Teigman says he takes his work ethic from his father, who began a janitorial supply company out of his home.

Though Teigman worked under his father’s partner after college (“Father was very sure there was no nepotism,” he says), he wasn’t sure he wanted to follow in his dad’s footsteps.

Jason Teigman a.k.a. “Coach.” Here he poses with “I studied finance and business and kind of exhis daughter during a soccer match pected to end up on Wall Street,” says Teigman. “When I graduated there was a downturn. I got in the janitorial business, and became good at it really fast, and never “I was supposed to be just attending, but the mo- looked back.” ment moved me,” Teigman laughs. “I wasn’t going to Eventually the company merged with Bio-Shine and sit by and let one of the monster competitors in the the pair went to work for the company. Rothstein says region get it.”

Teigman’s roster of clients followed, taking the company At the end of the presentation, Teigman waited to new heights. patiently as the crowd swarming the facility director “It’s really worked out great for both parties,” began to die down. When he saw an opportunity, Rothstein says. he introduced himself and began questioning the For Teigman, the real triumph lies in the ability to director to uncover problems for which he could do good in the community, and the flexibility to spend offer solutions. The director obliged but informed time with his family and indulge in his hobbies, among Teigman that the stadium was content with their them studying ancient religious texts and coaching his current supplier. Teigman was undeterred. kids’ sports teams.

Impressed by his tenacity, the facility director “There is no real secret to success,” Teigman says. took his business card at the event and promised to “It’s just hard work, ethics, dedication, morality and stay in touch. A month later, Teigman hit a niche deal making the customer the boss.” SM SANITARY MAINTENANCE • Jan/Feb 2014 • 13