Senior Executive Profile:
Seasoned marketing executive with proven ability to deliver market share gains leading to sustained top- and bottom-line growth. Repeated success in rapidly growing businesses and high-pressure turnaround situations. Solid background in new product development, creation of new brands and reinvigoration of established brands. Broad capabilities with ability to lead to results across functions. Skilled at penetrating critical issues and developing solutions. Promote and uphold high standards and ethics. Expertise includes:
- Branding
- Consumer Research
- Product Development
- Licensing
- Packaging
- Process Development
- Mergers & Acquisitions
- Turnarounds
- Forecasting
Career Overview
FAST GROWING PRIVATE AND PRIVATE EQUITY-BACKED COMPANY, New York, NY 1998-Present
+$500 million global, privately held marketer of Consumer Products and Appliances sold under a mix of licensed brands and owned brands; has grown rapidly through organic growth and acquisition at a CAGR of 29% for past 9 years.
Vice President, Marketing – Global Healthcare, Corporate Business Development 2007-Present
Vice President, Marketing – Healthcare and Corporate Business Development 2005-2006
Vice President, Marketing – Healthcare and Seasonal 2000-2005
Director of Marketing 1998-2000
Brand and Category Management
Have grown all categories under my direction to leading market share positions in U.S. Market.
- Built largest category to nearly 60% retail share from 28% since 1998.
- Developed our most profitable category from a single SKU to 23% share, despite heavy private label presence (1/3 market), through a series of “firsts” that have defined today’s marketplace.
- Used consumer insights to redesign and reposition one line as an internally generated brand, resulting in market leadership position of 42% up from 14% over a 4-year period.
- Have grown one division 250% since 2000.
Acquisition, Integration and Business Structure
- Experience with integrating acquisitions: xx1 Corporation, 1999 ($11MM); xx2 division, 2002 ($250MM); xx3 (asset purchase), 2006; xx4 division ($100MM), 2007 [ongoing]
... Focused first acquisition on one of their key businesses against high news coverage problem, discontinued peripheral lines.
... Rebuilt and integrated second’s marketing department after 2002 acquisition, established product pipeline priority and filled pipeline with product that contributed $25 MM in growth. Developed strategies to leverage internal brand assets.
... Currently developing product that will globally exploit technology acquired in third acquisition
... Currently on global integration team for 4th acquisition (Dec 2006 asset purchase)
- Championed and led 3rd, above, asset purchase. Managed due diligence, financial modeling, integration planning and execution.
- Established internal Creative Services Department in 2003 for annual savings of $650K.
Process Development
- Instrumental in development of my company’s New Product Development process.
- Devised and championed concept of a “Corporate Calendar” to address internal timeline challenges. Led development team and leading implementation team.
- Developed process my company uses to arrive at top-line AOP, is foundation for annual sales forecast.
Cross-Functional Leadership
- Currently working to integrate Marketing functions globally.
- Selected in 2005 to chair newly formed Quality Steering Committee, a cross-functional group of senior managers, tasked to reduce returns by 50% in 24 month period. My leadership is widely credited for the success of this initiative. Returns are down 39% after 18 months, contributing 21% of 2006/07 EBIT growth.
- Led team that developed global website in 2005.
Licensing and Business Development
- Broad, deep knowledge of licensing and licensing relationships. Global leader of 5 key brand relationships, plus two technology license relationships.
- Have participated as key party in over 20 acquisition and license negotiations.
Research
Established culture of data-based decision making in a manufacturing and trade-oriented company:
- Contracted ACNielsen to develop custom databases for key categories.
- Standardized POS analysis and reporting to sales and senior management for all key accounts.
- Integrated Flu Symptom and Weather tracking to strengthen our category management positions.
- Drove use of frequent online and in-person quantitative research for concept validation, rough volumetric calculations and to provide data for conceptual selling presentations.
- Experience with a wide variety of qualitative research including focus groups, in-home observation, and consumer-driven ideation.
Product Development
- Well-regarded by and effective in working with Industrial Design and R&D.
- Led all industrial design decision making prior to establishment of internal ID department.
MID SIZED PRIVATE COMPANY, L.L.C., 1996-1998
Well known $110MM manufacturer and marketer of personal care products. Had recently been acquired by xxx Capital Partners as a turnaround.
Director of Marketing, largest business unit
Managed a $62 million, 25% share category. Global new product development responsibility. High involvement in all creative and media strategies with $8 million media budget. Interfaced with all areas of business, as well as key customers.
- Managed the redesign and engineering of two core lines accounting for 65% of category, resulting in 13% market share growth and 20% sales and profit growth over next two years.
- Selected by CEO to lead company-wide corporate brand identity research and discussions. Combined in-house and external qualitative with follow-up quantitative research. Results:
... Re-launch of “[very well known]” sub-brand as well as “[very well known slogan].”
... Global logo approach where previously localized by region.
... Movement toward strategic alignment of brand identity of men’s and women’s products.
... Uncovered premium pricing opportunity.
- Initiated several global standardization projects, including use of common models across markets, packaging structure and size, common brand nomenclature and a move to multi-lingual packaging.
- Repositioned three slow-moving SKUs for over $5 million of incremental volume.
- Drove U.S. packaging changes resulting in over $750,000 in annual savings.
SMALL PUBLIC CORPORATION, NY 1995 to 1996
$55 million public manufacturer of home comfort appliances.
Vice President, Marketing
Led U.S. marketing effort in turnaround of Montreal-based manufacturer and marketer of premium seasonal products. $40 million domestic sales, 15% market share.
- Defined brand strategy and used it to aggressively drive SKU reduction, new product development and public relations initiatives.
- Reduced SKU count by 45%, eliminating non-performing products, and products inconsistent with brand strategies.
- Made all key new business presentations. New business represented a 20% sales increase versus prior year.
DIVISION OF MEDIUM SIZED PRIVATE CORPORATION 1992-1995
Gourmet kitchen products marketer with annual revenue of $70 million. Had been recently acquired from bankruptcy with limited product portfolio.
Marketing Manager, New Products
Led all aspects of product development process: studied market opportunities and trends; set category entry prioritization; developed marketing plans, financial analyses; managed engineering and design process; met with retail customers on a regular basis. Revenue growth from new products 17% per year.
- Defined and achieved internal consensus on core brand equities of overall product quality and functional differentiation and used this to drive product development.
- Worked with design consultants to create a refreshed visual identity consistent with brand heritage; received awards from I.D. Magazine, and the Industrial Design Society of America.
- Focused marketing effort on core franchises, and entered new categories with new pricing strategy
- Used colors to redefine inexpensive product as impulse purchase for 18% unit sales growth in flat category. Launched “Chrome” initiative with Williams-Sonoma.
LARGE PRIVATE EQUITY-OWNED CORPORATION, New York, NY and Milwaukee, WI 1991-1992
Assistant Product Manager and Manager, Special Accounts
- Launched two new product lines for $4.7 million in growth on $10.9 million base.
REGIONAL SAVINGS BANK, New York, NY 1987-1989
Assistant Branch Manager
Reduced employee turnover in staff of 17 direct reports from 117% to 16%; increased deposits 3.5% in face of flat corporate growth.
NATIONAL DEPARTMENT STORE CHAIN 1986-1987
Department Manager
Analyzed branch sales and achieved central buying office agreement to focus on local ethnic demand. Result was 38% annual sales increase to $1.8 million.
- Executive Training Program: Comprehensively trained in retail management and operations.
EDUCATION
Columbia Business School, New York, NY 1989-1991
MBA, International Marketing / Management of Organizations (dual concentration)
College of William and Mary, Williamsburg, VA 1982-1986
BA, Economics. |
