Head Coach - FreshmenAssistant Coach - SophomoreAssistant Coach / Statistician - Varsity

I was asked to lead a strategic business initiative to take a collection of under-performing products, create a team of sales representatives and develop and implement a strategy that would increase revenue, margin and profitability for these products. We branded this business as Studio by 3form.As the General Manager for this division, I develop the overall business strategy and marketing plans. Through sales management, strategic acquisitions, new product development and commercialization and marketing, Studio by 3form has seen increased revenues from $1.3MM in 2010 to $4.1MM in 2014. I also led cost and product management initiatives that improved gross margins from 35.5% in 2010 to 55.2% in 2014. The revenue growth and improved margins, combined with careful below-the-line cost management, created an increase in profitability from a loss of 233K in 2011 to a profit of $500K in 2014.I am responsible over the hiring, training and leading of a sales team consisting of nine dedicated sales representatives, and I also provide product training and support to 50+ indirect sales representatives based throughout the remainder of North America.I manage cradle-to-grave life cycle of products within my division, with a focus on developing and introducing new and innovative products. I communicate subsequent product updates and oversee cross-departmental teams in completing actions items pertinent to a product's status change.

After two years as a Marketing Director, I was promoted to be the Vice President of Product Marketing. In this role, I continued on with my previous responsibilities as the Product Marketing Director.I developed marketing strategy and directed products which accounted for 85% of annual revenues of $70MM business. I conducted focus groups and analyzed the competitive landscape to identify market-wide gaps in product offerings, determined and developed product plans detailing competitive points of parity and difference, and communication strategy to customers. I also managed cradle-to-grave life cycle of products, communicating updates and coordinating cross-departmental teams in completing actions items pertinent to a product's status change.An important aspect of our product marketing included our digital marketing and web user experience. I directed design and content for website, including new configuration systems, product introductions, and internet promotions.I also led quality and ISO-9001-related initiatives for products and the Marketing/Design departments.

After receiving my MBA with an emphasis in Marketing, I was promoted to a newly-created Product Marketing role. I developed marketing strategy and directed products which accounted for 85% of annual revenues of $70MM business. I conducted focus groups and analyzed the competitive landscape to identify market-wide gaps in product offerings, determined and developed product plans detailing competitive points of parity and difference, and communication strategy to customers. I also managed cradle-to-grave life cycle of products, communicating updates and coordinating cross-departmental teams in completing actions items pertinent to a product's status change.An important aspect of our product marketing included our digital marketing and web user experience. I directed design and content for website, including new configuration systems, product introductions, and internet promotions.I also led quality and ISO-9001-related initiatives for products and the Marketing/Design departments.

While Plant Manager at 3form, I led eight departments, totaling over 100 employees. My team was responsible for delivering quality architectural products while improving levels of throughput, quality and margin. During my time in this position, we managed rapid growth from $8MM to $70MM in annual revenue while improving gross margin by 36% and on-time delivery by 14%. We accomplished a decrease in scrapped material by 51%, an increase in output by 206% and an increase in employee efficiency by 81% through revamping key manufacturing processes utilizing lean manufacturing principles, kaizen events and 5s principles.An important element of this success was developing a world-class management team by hiring for key functions as business needs dictated, including hiring a Purchasing Manager, Scheduling Manager, three Production Shift Managers, a Quality Systems Management Representative, and upgrading the Quality Assurance Manager, Fulfillment Manager, and Shipping Manager. I also directed the creation of a 525 page operations manual, detailing previously undocumented or unclarified standard operating procedures for manufacturing, product engineering, scheduling, quality assurance, order fulfillment, and shipping. With these improvements, I then led quality and process improvement task forces to achieve ISO-9001 certification within a one year period.

As a manager over a newly-created Sampling Department, I led a team of twenty employees, providing 10,000 custom architectural samples per week with 48 hour lead time. I drove process improvements and system automation that reduced a unit cost of samples from $7.17 to $1.67. I regularly evaluated my team, terminating and replacing low-performing individuals. As the manager of this department, I was responsible for an annual sampling and marketing budget over $1 MM.I also managed strategic OEM relationships which accounted for $1.6 MM in annual revenue, which accounted for 10% of 3form annual revenue at the time.

While a consultant as BearingPoint, I was responsible for a detailed monthly valuation of a client’s $1.5 billion portfolio of mortgage-backed financial securities. I also created VBA-based models for discounted cash flow valuations, automated budget updates, and financial security assessments. I also performed statistical risk analysis for a leading multinational beverage producer, defining and reporting division-specific and company-wide risks in operations, human resources, and technical developments.