PROFILE
Senior Sales and Marketing Executive with 30 years of demonstrated success in Business Development, Marketing, National Accounts, and General Management. Excels in developing strategic plans to accelerate new market opportunities. Proven track record of strong revenue, margin, and profit growth. A hands-on leader who exhibits exceptional success in building and shaping teams with the focus on goals and objectives. Marketing experience includes oversight for all vertical functions. General Management experience includes oversight for National Direct Distribution contract service business with over $100M in sales. A strategic thinker with excellent leadership, organizational, and change management skills necessary to drive business.
PROFESSIONAL EXPERIENCE
AMERICAN WOODMARK CORPORATION (NASDAQ:AMWD), Winchester, Virginia 1980 - 2009
(The largest independent provider of kitchen and bath cabinetry in the US.)
Tenure covered company start-up, going public, to becoming a world class growth company. Revenue grew from $37M to over $900M+. Anchored in the Timberlake brand from pre-launch and launch in 1990, through evolution and maturity, reaching a peak at $350M+ in total revenue.
Vice President - Marketing (2006-2009)
(Complete Marketing oversight for the Timberlake Brand including strategy, brand image, product development, pricing, marketing agreements, product and service platform positioning, marketing communications collateral, and market research. Reorganized marketing function; built marketing team and established collaborative dotted line relationships with product development, product management, market research, marketing communications, technical marketing, and fulfillment. )
• Repositioned the Timberlake brand by reorganizing the product line into 3 distinct series differentiated by product features. Upgraded all collateral materials, logo, website, and promotional strategy. Introduced multiple new products generating $3M per month in new sales. Re-launched the brand with new messaging and imagery. Success of the brand repositioning garnered a President’s Award.
• Established price policy and procedure for the Direct Channel that led to substantial improvement in pricing and product margins and earned a President’s Award. Over time, achieved a 7.5% increase in average price realized, 5.5 point improvement in product margins, and a 23% increase in take-per-unit.
• Participated as a member of an executive level “New Business Model” team whose actions, over time, led to a profit improvement from breakeven to 5% after tax profit for the channel.
• Drove numerous executive and project teams from concept to launch whose success had a significant impact on the business plan. “Cognac” introduction was fastest selling new finish in company history.
• Recalibrated customer targeting strategy by refining market segmentation and identifying accounts with higher margin potential. Retrained the sales organization and enabled customer selection that led to a substantial reduction in low margin revenue from 33% to less than 20% of total revenue.
• Co-managed with Marcom the Timberlake brand image using National and Regional PR, Media Tours, Special Events Marketing, advertorials, and specialized conferences.
• Established and facilitated a Line Review process; a comprehensive review of key industry competitors that included competitive analysis of strategy, market position, product, service, intangibles, and pricing. The Line Review was used to make adjustments to brand strategy and develop new products.
• Team Leader for executive level Green Marketing team that developed tactics to more effectively position Timberlake in the industry’s Green Building movement. Integrated Timberlake’s Green messaging in trade advertising and PR, and developed marketing collateral and merchandising support materials.
Vice President - National Accounts (2001-2006)
(Established a National Account Program and Team from scratch. Developed and nurtured strategic relationships at the highest levels with major accounts, developed and negotiated National Marketing agreements, maintained P & L responsibility for customer profitability, fostered collaboration with all key functional areas, aligned company sales strategy to the impact of industry consolidation.)
• Developed National Account strategy: program grew to 17 strategic accounts and 80% of total channel revenue.
• Established National Account relationships with the nation’s top builders that enabled sales growth from $59M to $202M; developed and cemented relationships with senior management.
• Sold the NVR account after 15 year hiatus. Acquired 100% of NV Homes’ business which has since become AWC’s largest builder account. Achieved 1st year sales volume of $6M.
• Developed and won several complex major account RFP’s; NVR, CTX, TOUSA, Richmond American, et al. Increased market share and total volume with all National Accounts; tripled volume at CTX, and doubled volumes at DRH, NVR, TOUSA, RYL, et al.
• Enlisted the use of a research firm to undertake a first-of-its-kind proprietary survey to benchmark the Supply Chain Management (SCM) practices of America’s largest homebuilders. Surveyed the key supply chain decision managers within the Builder 100. Worked with the firm from concept through commercialization to position Timberlake as an industry leader in SCM. This approach opened doors to new strategic account relationships and strengthened relationships with existing accounts.
Director of Sales/Marketing/Operations (1998-2001)
(Oversight for National multi-branch direct distribution contract service centers including P & L responsibility. Established the sales/marketing strategy, developed relationships with strategic accounts, inspired continuous improvement of operational processes and transactional quality.)
• Provided a high level of turnkey contract services including jobsite delivery, design/quote, field ops, installation, counter tops, contracts administration, customer service, and warranty. Repositioned the service platform to customers under the nationally recognized trademark “Diamond Service”.
• Set up marketing structure for sales channel – Pricing, Product, Promotions, Service platform. Recruited, hired and trained channel marketing manager.
• Rapidly expanded geographic coverage. Created from scratch 3 new direct service centers in new markets. Generated $23M first year new business revenue. Business doubled in 3 years to $100M while expanding operating markets from 3 to 6. Garnered President’s Award for establishing the Northeast Builder center as a model for future expansion. These three builder centers were unique entrepreneurial undertakings that established new strategic accounts and revenue. All 3 Builders Centers have grown into mature key operations today.
National Sales/Operations Manager (1993-1997)
(Directed all Sales and Operational activities for the Builder, Distributor, Dealer, and OEM sales channels)
• Applying significant reengineering, transition, restructuring skills, undertook an intense but successful turnaround of an under-performing Direct Channel business:
Closed non-performing direct service centers by successfully transitioning operations and revenue to distributors, significantly reducing overhead structure.
Transitioned the service platform from ship-from-inventory to a new JIT build-to-order system, eliminating the need to carry finished goods inventory. Developed new SOP’s to operate in JIT environment. Reengineered order/deliver/ install process. Retrained Sales and Ops and reset customer expectations to adapt to the new system.
Reorganized the sales channel. Cut overhead costs by consolidating the East-West management structure under a single National Structure.
• Substantially improved performance of builder services, generating outstanding results, Turned a losing business completely around and the Direct channel, along with Home Centers, became a key strategic part of the company. For this significant achievement, was awarded a President’s Award.
Director of Training (1992)
• Created and implemented from scratch a comprehensive national training program for all Sales and Marketing personnel that significantly enhanced sales excellence. Developed courses and course curriculum. Facilitated structured courses and trained trainers. Most of the training courses put in place endure today. Two courses, “Sales Excellence” and “Corporate Orientation” earned President’s Awards.
Regional Sales Manager – Northeast/Midwest/Mid-Atlantic (1989-1991)
District Sales Manager (1980-1988)
Mid-Atlantic (1986-1988); Northern California (1984-1986); Pacific Northwest (1982-1983); Midwest (1981); Southeast (1980)
EDUCATION
BA – Business Administration/Accounting – Franklin & Marshall College – Lancaster, PA
MBA – Marketing – Wilkes University – Wilkes Barre, PA
Other: MBA Level Courses – Leadership and Cultural Change – Shenandoah University – Winchester, VA |
