Joe Wittig

Southern Glazer's is the result of the merger of Southern Wine & Spirits and Glazer's Distributors.

Managed team of 4, providing pay for performance goals and tracking for 300+ sales employees, incentive tracking, and supplier initiative reporting. Administered sales structure and customer organizational structure and assignments. Coordinated market survey tools and reporting.
• Certified 12 portfolio managers and 100s of suppliers had accurate historical sales and margin data for developing revenue plan and automated daily reporting during merger.
• Developed, coordinated, and reported on market display surveys by sales teams for 200+ items in 100+ customer stores, determining correct product placement and holding sales managers accountable for plan execution.
• Ensured successful conversion of pricing and item data during merger of 2 companies into single system by pulling data from SAP BI-HANA and reviewing versus project team’s data, providing review format for portfolio managers, and requesting corrections during and after conversion.
• Conducted training and implementation of former Glazer sales team members on Southern sales systems by providing written documentation, phone support, and troubleshooting.

Led team of 5-9 business analysts, pricing support analysts, and technology support personnel. Delivered pay for performance goals and tracking for 150+ sales employees, incentive tracking, pricing input, vendor accounts receivable and all local technology support.
• Worked with state leadership and corporate project team to implement SAP by developing communication plan, conducting personnel assessment, choosing trainers, and managing multi-month training program.
• Completed conversion of pricing and data into completely new format for 8K items by developing Excel-based review tools for portfolio managers and conducting sales team training.
• Led cross-functional team of operations, sales, finance, and marketing after SAP implementation to work through SAP conversion issues of data and processes by identifying issues, assigning team to address, and communicating with leadership.
• Saved 20% on employee cell phone program by self-managing versus reimbursement plan used in other states.
• Implemented new sales operation processes in other states within region by assessing current procedures, determining stakeholders, getting buy-in, and communicating updated plan.

Glazer's of Indiana was previously M&M Beverages LLC dba Olinger. Glazer's purchased Olinger on 12/1/2010.

Supervised teams of 4-7 business analysts, technology support, and 11 part-time display surveyors. Provided quota development and reporting, incentive tracking, and all technology support.
• Provided continuous results for display execution in 800 accounts throughout state by hiring team, researching and purchasing technology needed, and designing process for part-time survey team.
• Obtained state-sponsored training grants for 150 employees to increase technology skills by writing proposal with training manager, getting buy-in from leadership, obtaining approval, communicating program to employees, administering registration, and reporting results.
• Facilitated successful conversion onto Glazer’s ERP system by planning with state leadership and coordinating with corporate project team.