Experienced business leader creating new non-medical in-home care services company.

- Owned full P&L of consumer pest control brand portfolio with accountability for delivering gross sales, gross margin and EBIT targets.- Led brand strategy, product development, consumer research, marketing activation, supplier relationships, efficiency enhancements, cost improvement projects and more.- Managed Associate Brand Manager and Brand Manager in daily business operations and professional development.

- Owned P&L of $30MM consumer pest control brand; managed and led cross-functional team in new product development, management of existing product portfolio and daily business activities.- Developed new line of superior insect control products to replace leading national brand. Exceeded gross sales expectations by +60%, shipping $4MM in FY2016 regional pilot launch. Planned and executed integrated marketing campaign that drove strong POS results, growing the category and creating a platform for long-term brand growth. - Personally identified a significant unmet category need and developed platform to deliver on the novel consumer benefit. Built and gained management alignment to multi-year pipeline. - Developed consumer and B2B communications independently; directed digital content development, social media and advertising copy. Created and delivered customer presentations.- Regularly presented strategic plans, project updates and status reports to senior management. - Managed Associate Brand Manager in daily business operations and professional development.

- Developed and launched new line of premium lawn fertilizers for the largest fertilizer launch in several years; led packaging sourcing, claims development, forecasting and financial analysis. - Managed daily business activities to drive +16% growth versus prior year for the $38MM branded fertilizer business amid extraordinary organizational complexity and ambiguity. - Initiated SKU rationalization project to enhance portfolio efficiency and reduce complexity; condensed one line of lawn fertilizers from 15 SKUs to 6 for +125% SKU efficiency improvement.- Oversaw development and launch of inaugural fertilizer website and social media presence; collaborated with agency partners to create web and social content.- Led cross-functional team of supply chain, customer marketing, creative services, regulatory and manufacturing on new product development projects; worked directly with suppliers on formula development; conducted financial analyses for management alignment.- Championed consumer-driven initiatives in a sales-driven organization; conducted consumer concept testing to validate pipeline and fertilizer claim sort to inform communications.

- Managed adult-targeted JOHNSON’S® Baby Oil and Baby Powder portfolio to exceed $85MM target.- Developed innovative business plan to transform Baby Oil into a growth engine, driving +10% growth for 2013; plan involved increased print and digital media with proven ROI, repositioning key platforms to achieve distinct objectives, and driving new distribution through alternate channels.- Implemented 2012 Hispanic marketing plan that generated average +8% POS sales lift where executed.- Developed and gained management alignment to optimized 2013 Hispanic marketing plan that tripled 2012 investment to more effectively target Hispanics, who represent 25% of US births.- Led franchise portfolio optimization project: evaluated nearly 200 SKUs; developed and implemented plan to achieve corporate goal of 15% efficiency improvement in 2011 and 2012.- Managed and led Associate Brand Manager in business activities and professional development. - Served as diversity champion: participated on J&J Diversity Marketing Council and Hispanic Business Action Team; led FIFA World Cup activation with US Hispanic consumers.

- Achieved 2010 gross sales of $167MM, representing +1% growth amid depressed economic environment, new category entrants and declining birth rate. - Partnered with creative agency to lead development of new JOHNSON’S® Baby campaign that launched in January 2012 with three new television commercials and two new print advertisements.- Led 2012 business planning: identified key challenges, introduced current business theory to frame recommendations and gained management alignment to 2012 plans.

- Achieved 2009 gross sales of $165MM. Partnered with Supply Chain and Sales Operations groups to restore business health after major supply interruption. Built and gained alignment to detailed financial models to quantify lost sales for management.- Participated in development of new television commercial, which delivered exceptional strength on relevance and drove brand growth of +15% during its first three months on-air.- Provided monthly and ad-hoc business analyses and managed $30MM budget. ----- Achieved 2008 gross sales of $103MM; executed consumer and trade promotions. - Managed key financial and performance responsibilities: forecasting, health of business reporting and monitoring of $12MM budget.- Led tactical roll-out of two significant DESITIN® formulation and design upgrade projects.- Established and led ad-hoc team to upgrade swab packaging for more than $1MM of loss avoidance.

- Created comprehensive marketing innovation plan for $1.5 billion brand: established objectives, devised tactics, determined and assessed success metrics. Presented final recommendations to brand team. - Partnered with legal, regulatory, and brand teams to assess each tactic in terms of expected financial return, regulatory viability, anticipated impact on brand equity and feasibility of execution. - Ensured alignment of detailed tactical plan with overarching brand vision and business plan. - Provided strategic recommendation (projected spending of $6 million) with supporting financial models and “turn-key” next steps to deliver ROI up to 6:1.

- Managed annual tradeshow (2,800 attendees). Designed floor plan, created promotional piece, sold booths, managed vendor and exhibitor relationships, and coordinated on-site logistics. Grew tradeshow revenues by 15% from year one to year three. Met goal of sold-out annual tradeshow each of three years by communicating value proposition for exhibitors and by improving booth purchase process. - Planned and executed conferences (100 to 600 attendees). Selected properties, negotiated hotel contracts, created and maintained budget amid fluctuating demand, and managed on-site logistics. - Established and maintained long-term working relationships with various stakeholders such as NTCA members, hotel sales managers and other vendors.

- Analyzed Arbitron data to identify and leverage new advertising media in Richmond area.- Identified and recommended high potential promotions and advertising vehicles for events.