Sharing Mindfulness With the World in 2026.

Kyle Faulkner

Focus GTS

Leadership & Director of Operations

Agranco Corp USA

CORPORATE PROFILE: An Agriculture & Animal Feed company with ~15 employees.
	
RESPONSIBILITY PROFILE: I am responsible for defining the company’s vision and direction, including sales and GTM strategies, talent management, innovating continuous improvement, customer retention, new business development, optimizing supply chains, and driving financial planning/health.

ACHIEVED IN THIS ROLE

GO-TO-MARKET STRATEGY / MARGIN IMPROVEMENT / INTERNATIONAL EXPANSION / REVENUE GENERATION
•	The company sought to enter the US feed additive market but lacked brand recognition. I was charged by leadership with developing a GTM strategy. I assessed customers/competitors/markets/regulations, hired multi-functional leaders, adapted R&D, created content marketing, and established reliable supply chains/logistics networks. This increased revenue growth by 15X in year one. The declared SOP will be duplicated for all US product releases.

NEW MARKET PENETRATION / CHANNEL STRATEGY / E-COMMERCE DEVELOPMENT
•	Discovered an opportunity to penetrate D2C sales channels in the emerging market of backyard poultry keepers. Over 90 days and with a minimal budget, I gathered market needs and competitor strategies to align two commercial products with demand, established branding through retail partners/social media/promotions partnerships, optimized order fulfillment/inventory, and collected feedback. Within 90 days, these efforts launched the D2C business (BetterFlock) and established a ~75% month-over-month growth trajectory.

TEAM LEADERSHIP / CHANGE MANAGEMENT
•	The Board charged me to migrate toward a fractional CEO model. I evaluated feasibility/benefits, identified HiPo leadership candidates, and communicated change to key stakeholders. I also delegated daily operations to successors, defined responsibility profiles, integrated a transition plan with governance, and updated strategy while guiding high-value functions.

Board Member & Fractional Executive

ACHIEVEMENTS CONTINUED

This instantly reduced payroll, maintained 0% voluntary attrition, and created an adaptable organization with clear leadership. This Best Practice was duplicated to create a Fractional CFO.

TECHNOLOGY INTEGRATION / BUSINESS & IT STRATEGY
•	Determined the startup did not have the technology to support the sales lifecycle. I became endeavored to identify a solution to support CRM/sales operations. I defined objectives, assessed vendor demos/costs/benefits, collaborated with Zoho for customization, conducted pilots, and monitored performance/feedback to update/upgrade. Despite lacking in-house IT, the implementation was declared an SOP/Best Practice, produced individual performance insights, accelerated sales cycles by an average of 25%, and bolstered reporting.

BOARD GOVERNANCE / ELT RECRUITING
•	The company required a BoD and governance structure but needed guidance. I engaged family members and key stakeholders to identify goals, assembled a Board with clear responsibilities/documented policies, and engaged legal for governance structure. I then updated shareholder agreements and headed training to all parties over a 90-day span. This new SOP organized decision-making/accountability while promoting shareholder trust, strengthening strategic alignment, and increasing acquisition potential.

Stratton Home Decor

CORPORATE PROFILE: A Home Décor Design & Manufacturing company with ~20 employees.

RESPONSIBILITY PROFILE: I reported to the President with 10 direct reports. I was responsible for developing sales strategies to coordinate accounts, forecast performance, and maximize market opportunities. I recruited/mentored a sales team to expand market presence, form strategic partnerships, and drive revenue growth initiatives. I also cultivated long-term customer relationships through needs evaluations, conducted market/trend/competitor research, and led the end-to-end revenue generation process, including pricing, negotiations, and pipeline management. Prepared analytics-based reports for senior leadership to influence strategy and performance.

Vice President, Sales & Business Development 

RESPONSIBILITY PROFILE: I reported to the President with 10 direct reports. I was responsible for augmenting efficiency/productivity/customer alignment across daily operations, continuously identifying opportunities to drive change. Personally influenced brand-forward, cost-efficient product development through trend/customer preference/market demand analysis to align the efforts of Graphic Design, Product, and Inventory teams. I also gathered external feedback and monitored KPIs to drive iterative improvements and quality enhancements.

ACHIEVED IN THIS ROLE

ATTRITION REVERSAL / CULTURE TRANSFORMATION
•	I was recruited by the President to lead a turnaround. Led SWOT, evaluated competitors/internal capabilities, defined core values, aligned Product Development/Sales, recruited/mentored essential roles, and integrated communication technologies/channels. This quadrupled staff, restored employee engagement, nearly eliminated voluntary attrition, and instituted a performance-based culture that increased revenue by 30% and customer engagement to expand active SKUs by 25%. The strategy was deemed an SOP/Best Practice, and responsibilities were expanded to lead sales operations.

REVENUE OPTIMIZATION / SALES TURNAROUND / ACCOUNT DEVELOPMENT
•	I was promoted by the President to stabilize key accounts (Kohls, Burlington, HomeGoods, At Home) and drive long-term performance. I audited accounts to tailor strategies, crafted data-driven pitches/pricing, streamlined processes, and led in-person engagements to foster relationships. The new SOP/Best Practice reversed declining trends, broadened account assortment, and established customer credibility to promote consistent YoY growth/profit. Was promoted to VP, Sales & Business Development.

Director of Operations – Design & Product Development

TrialGraphix

CORPORATE PROFILE: A Legal Services & Trial Technology company with ~400 employees.
	
RESPONSIBILITY PROFILE: I reported to the President and was responsible for engaging decision-makers at top US law firms to understand trial needs and tailor/implement solutions as the company’s Trial Technology services SME. I designed customized proposals, fostered key stakeholder relationships, coordinated pricing, and led final contract negotiations for deals of up to $1M.

ACHIEVED IN THIS ROLE

KEY CUSTOMER NEGOTIATIONS
•	The company was entrenched in a bidding war to support a case with $300M in exposure. I was tasked by the President to devise a winning sales strategy. I researched background and interviewed stakeholders to gather requirements, assessed competitors, customized a pricing proposal that educated the client on unique value propositions, and headed follow-up negotiations with decision-makers. These actions secured the engagement within one week, became a duplicated SOP/Best Practice, and my role was expanded to oversee deal-closing mentorship.

Senior Technology Consultant – Trial Technology

RESPONSIBILITY PROFILE: I reported to the SVP, Trial Technology. I was responsible for executing contracted concierge services with full availability, guaranteeing quality assurance under stringent deadlines, and overseeing strict budgets. I created/administered highly customized project plans involving internal/client multi-functional stakeholders with integrated upsell opportunities, resource allocation, and proactive risk management. I also fostered a collaborative, high-performance team culture by coaching mid-level project managers, communicating with key internal/external stakeholders, and leading multi-functional teams across eight offices to disseminate best practices and deliver solutions.

Senior Project Manager – Trial Technology

RESPONSIBILITY PROFILE: I reported to the President with ~35 direct reports. I was responsible for operational performance, development, quality, and excellence of the department leads and staff across three cross-functional technology divisions. Championed professional growth through annual performance reviews, staff change management, and comprehensive project/production KPIs.

ACHIEVED IN THIS ROLE

QUALITY TRANSFORMATION / INTERDEPARTMENTAL COLLABORATION
•	The rapidly expanding production department lacked QC measures. I was charged by the President to implement a workflow QC model after previous attempts had failed. I then interviewed stakeholders to gather insights, clarified roles/responsibilities, introduced daily communication cadences, created guidelines for tasking/rush work, designed/standardized work order requirements, integrated two QC checkpoints, and guided the 60-day implementation. This immediately improved quality and strengthened cross-functional collaboration while improving client satisfaction QA rates to 90%+, and it became a duplicated SOP/Best Practice across all eight offices.

Senior Production Manager – Trial Technology 

I am a forward-thinking and results-oriented executive with a career dedicated to entrepreneurial ventures, spanning startups to $50M domestic and international businesses. Over the past 20 years, I have worked directly with owner-operators and senior leadership, transforming visionary concepts into operational successes. With a proven track record in managing revenue growth, P&L oversight, and operational budgeting, I consistently drive strategic initiatives that deliver financial performance and sustainable value.

As a collaborative leader, I cultivate a leadership style grounded in authenticity and openness, fostering a culture where teams feel deeply connected to the organization’s mission. I am a committed mentor with a strong history of attracting and nurturing talent and building high-performance teams of up to 60 members. My leadership accelerates revenue growth, enhances operational efficiency, and elevates shareholder value while creating a workplace environment recognized for its excellence.

I thrive on developing and executing innovative strategies, harnessing the full potential of the organization by aligning sales, marketing, and operations. This integrated approach ensures the seamless delivery of results to both internal teams and external stakeholders, producing measurable outcomes that drive sustained success. I have played a pivotal role in the sales and revenue management of three ventures across the professional services, technology, and consumer industries and pioneered the launch of two eCommerce businesses, further driving growth and market expansion.

Owner and Board Member of Agranco Corp. USA, I played a pivotal role in guiding the company through its transition following the passing of its founder in 2017. Under my leadership, the business stabilized and grew, continuing its mission to improve global food production and environmental sustainability through cutting-edge bioremediation and animal feed additive products.

ACHIEVEMENT CATEGORIES REPRESENTED BELOW

•	Go-to-Market Strategy
•	Change Management
•	New Market Penetration
•	Revenue Generation & Optimization
•	Interdepartmental Collaboration
•	eCommerce Development
•	Technology Integration
•	Margin Improvement
•	Sales Turnaround
•	Board Governance
•	ELT Recruiting
•	Channel Strategy
•	Key Customer Negotiations
•	Account Development
•	Business & IT Strategy
•	International Expansion

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The Battle

Kyle Faulkner

Claudia Ferrer, MBA

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