About six months into the new management the acting CEO became persona non grata to two of our largest customers. In an effort at damage control I was made point of contact for all Unilever interactions. While I can pat myself on the back for the win-win Unilever Canada project that year, it required attention and effort that damaged my "group" sales. It also resulted in the stagnation of several internal projects meant to increase future sales.

Conversions and Rebuilds finally stabalized from the last challenges at about 1.7M sales @ 42% margin. Hit ratio and turnaround remained at about the same level.

Since then the company has had two more management changes, been sold, changed names, and merged with another much larger company. The focus has changed alot and my "group" priority is almost non existant. I continue to fight for market share with competitors without a clear goal or managmental suport.

A new year is coming and with it changes are almost certain. Where I will be when the dust clears is not known. However, No matter the change I intend on continueing my efforts to forge win-win results for both my customers and my sponsor.