Arthur Wong has a wealth of experience and exposure in many diverse business environments. He has spent more than 25 years working with and for businesses that have spanned the globe. He’s worked in over 60 countries.
After graduating from the University of Pittsburgh in Chemical Engineering, he donned a hard hat and steel toed boots and progressed through a number of technical engineering positions in industrial chemical manufacturing facilities. While there he found that the biggest challenges were not solving complex chemical process problems, but always centered around people issues. In all the years of formal education, he was ill prepared to work alongside co-workers who had many ingrained opinions, much less, manage and motivate operations, maintenance, and engineering groups effectively. Forging friendships and relationships with other managers, outside vendors, and fellow workers was as important as solving the next process bottleneck. After a protracted union strike which lasted 90 days through Thanksgiving and Christmas, requiring him to be locked inside the plant, working 12 hour shifts, he re-evaluated his career.
One question that he asked at the time was “Who are the people in this company that have the most impact?”. The answer was the salespeople. After all, they brought in the orders. They had the most independence. They were able to be captains of their own fate, making more money, and having more influence than anyone else. From that point on, Arthur was determined to become a salesperson. The transformation didn’t happen overnight. In fact, it was rare that engineers ever made it into sales.
Taking a new position as a technical service manager with a $100 million a year environmental biotechnology firm was the springboard to a career in sales and marketing. Arthur traveled from coast to coast and abroad visiting customers and prospective customers providing consultation, training and sales support. He discovered that he was making more sales than the salespeople. Shortly thereafter, Arthur became a product manager for the worldwide industrial division with responsibilities for sales, technical support, and marketing. That was the first time he made a commission, in fact, it was a lucrative override on all world-wide business in the industrial division. The company became a market leader by innovative advances in technology as well as adopting consultative selling strategies.
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