Built to sell.
Trained to think in numbers.
Finance & Strategy graduate from SFU's Beedie School of Business, with three years managing a $3-4M contractor book at RONA before the degree was even finished.
$3-4M book managed
SFU Beedie · 2026
Vancouver, BC
Most new grads bring a transcript. I brought a book of business to graduation.
Every number below comes from three years of real, revenue-owning work, built call by call while completing a Finance & Strategy degree.
Pick the seat you're hiring for.
Same person, same record, presented the way your role needs to see it.
Sales & Business Development
Revenue, relationships, and a book of business built call by call, not inherited.
Enter the sales path →Finance & Strategy
Analytical rigor, risk discipline, and a self-built quantitative research project.
Enter the finance path →"Who is this guy?"
The right question. The answer takes one email, or fifteen minutes.
Three years carrying a real book, before my first full-time title.
B2B account management wasn't a course I took. It was 200-300 calls a day, quotes on live projects, and contractors who came back because the last job went right.
How the numbers actually happened.
The contractor desk at RONA Coquitlam ran mostly on walk-in traffic: transactional, unpredictable, and with no real pipeline behind it.
I treated it like a territory: 200-300 outbound calls a day, personalized quotes on active projects, delivery coordinated across departments, and a follow-up rhythm that turned one-off buyers into accounts.
A managed book of $3-4M in annual project volume, built on repeat contractor relationships rather than foot traffic, and held for three years.
Large contractor projects came down to competitive quotes: price-sensitive, time-sensitive, and involving several parties on both sides.
I negotiated pricing with margin in view, coordinated inventory, delivery, and installation teams behind each commitment, and kept contractors and internal teams aligned when timelines got tight.
Quotes won and delivered without service failures, proven by the strongest metric in sales: the same contractors bringing the next project back.
New team members ramped slowly through unstructured shadowing: inconsistent product knowledge, inconsistent sales technique.
I mentored incoming hires directly and turned what worked into a repeatable sequence: product knowledge first, then sales technique, then live store operations.
Onboarding time down 25%, and a lesson in process design that reads as clearly in an ops review as it does on a sales floor.
Hiring for a territory or a book of business? Start with a conversation.
Comfortable with the client conversation, and the numbers behind it.
A Finance & Strategy degree, three years of cash operations and compliance-grade accuracy, and a self-directed quantitative research project run with the discipline of someone who respects risk.
drawdown
Analysis that had consequences.
I wanted a rigorous, numbers-first understanding of risk and decision-making that retail investing alone couldn't teach.
I designed a rules-based strategy with defined entry and exit signals and position sizing logic, and built a backtesting process against historical OHLCV price data, tracking PnL, maximum drawdown, and Sharpe ratio for every run.
The strategy is now in staged validation: historical backtests running forward on a demo account, with any live capital gated on the results. The point isn't a hot return. It's proving a strategy before trusting it.
Competitive contractor quotes at RONA were won or lost on price, but every discount came straight out of margin.
I priced high-stakes quotes with the margin math in view, not just the close, and ran register-level cash operations to financial compliance standards throughout.
Three years of deals that were profitable, not just won, and a habit of treating accuracy and compliance as non-negotiable, which is exactly the temperament lending and operations work demands.
New hires ramped through unstructured shadowing, with inconsistent results and no way to measure progress.
I broke the ramp into a repeatable sequence: product knowledge, then technique, then live operations, and mentored hires through it directly.
A 25% reduction in onboarding time. Small system, measurable outcome. The same instinct strategy and operations roles run on.
Research dashboard: equity curve
Sample data · validation in progressThis chart shows the exact format my backtesting engine reports: equity multiple and running drawdown per period. The data above is an illustrative sample; real results publish here once demo-account validation completes.
Hiring an analyst who's already carried commercial accountability? Let's talk.
The ground-up version.
I'm a Finance & Strategy graduate from SFU's Beedie School of Business who spent the last three years learning what actually drives a business deal from the ground up. Not in a classroom, but managing $3-4M in project volume for contractor clients at RONA.
What started as a customer-facing role turned into account management: building a pipeline of repeat clients, negotiating quotes on high-stakes projects, coordinating delivery across multiple stakeholders, and keeping everyone, contractors and internal teams alike, aligned when timelines got tight. Along the way I mentored new hires and helped cut onboarding time by 25%, which taught me as much about process design as it did about people.
On the side, I've been teaching myself to think like a quant: designing and backtesting a systematic trading strategy with OHLCV data, position sizing, drawdown, and Sharpe ratio, because I wanted to understand risk from a more rigorous, numbers-first angle than retail investing alone could offer. It's currently in staged validation on a demo account, with live capital gated on the results. That sequencing is deliberate. Proving a strategy before trusting it is the whole point.
One more thing worth knowing: the analytical tooling behind that research was built by directing AI systems end to end rather than through traditional programming. I treat AI fluency the way an earlier generation of analysts treated Excel, and I happen to be early.
Based in Vancouver. If you're hiring for sales, finance, or strategy, the fastest way to find out whether I fit is a conversation.
Five years, four seats, one direction.
Contractor Sales Specialist, RONA
Coquitlam, BC. Managed a $3-4M contractor book: client acquisition, quote negotiation, delivery coordination, cash operations, and training new hires.
BBA, Finance & Strategy, SFU Beedie
Financial analysis and strategic management, completed alongside full-time revenue-owning work. Honour Roll standing, 3.69 GPA.
Omni-Channel Associate, Best Buy Canada
Cross-channel sales coordination and trust-based selling: warranties, memberships, and protection plans.
Associate, Amazon, Delta BC
High-throughput fulfillment and inventory management: the operational discipline layer under everything since.
Project Manager Intern, Unicore Ventures, Delhi
Timelines, task assignment, stakeholder communication, and budget reporting. First exposure to running work through other people.
Hiring for a seat like this? The next step takes one email.
Based in Vancouver, BC. Open across Metro Vancouver, hybrid, and remote. Tell me about the role; I'll reply with times for a 15-minute call.
Prefer to type it now? hello@krishkumar.com
Or connect: linkedin.com/in/krish-kumar01