Bill Holmes Email & Phone Number

Palmyra, Wisconsin, United States

Dallas-Fort Worth Metroplex

Dallas/Fort Worth Area

Provide leadership across all aspects of sales, category, trade and shopper marketing for the Consumer business unit of Galderma. Responsible for building mutually dependent, strategic relationships with the senior management of our retail partners. Focused on building a world class selling organization that models the essential behaviors and values we expect. Responsible for the development of integrated commercial strategies that will increase our brands awareness, enhance the overall consumer experience, and ensure that we meet our annual financial targets.• In 2019, activated and led a team which was focused on evaluating promotional performance at the customer level. The goal was to drive improved efficiencies in the company’s trade spending. These efforts saved the company $4.5MM in 2019 during a period where the company’s total business grew by 17%. • Represented the Sales organization in creating and building out the company’s U.S. ecommerce business. This required adding 2 people to the Sales department to specifically manage the Amazon business relationship. The long-term sales objective for this initiative is for ecommerce to account for 30% of total company revenue by 2025. 2022 to date, this business is contributing 21%. • In 2021, the company executive leadership team embraced a goal of building sales revenue from a base of $478MM to $1 billion by 2027. Embraced this challenge and the Sales department embarked on a multi-year development plan that includes expansion of sales capabilities that included enhanced trade marketing, shopper marketing and category management. • Total sales headcount has been increased from 15 to 28 support all of these new initiatives with effective people resources.

Greater Minneapolis-St. Paul Area

The Strategic Accounts team was focused on serving 3 specific national accounts (Costco, Target, and Amazon). Began with a total team of 4 which grew to 12 by 2018. In 2010 total annual sales amounted to $102MM. By 2017 total sales stood at $235MM. Costco – MJN’s sales at Costco stood at $35.5MM In 2010. By 2018, annual sales had grown to $56 MM. The Costco team included 1 direct report and 1 in-direct support employee. Annual Trade Budgets for Costco were $2.5 MM. This budget supported marketing, digital, and Costco.com initiatives intended to enhance member value. Key accountabilities were developing strategies and creating Costco specific programming focused on category, brands, and private labels. • Established relationships at the senior management levels of the 3 accounts.• Managed customer level P&L’s, resource allocation, customer planning, category/brand development, program creation and execution, developing people and growing skills. • Over a 7 year period, 85% of my team earned promotions into bigger, more impactful roles.Target – In 2010, the Target business amounted to $65M. Over an 8-year period, the business grew to over $200M. By 2018, the Target team had grown to 5 direct and 2 in-direct team members. Developing category and brand strategies, introducing new products and effectively managing relationships across all levels of Target management were key functions for the team. The 2018 Trade Spend Budget for Target was $9.6 M.Amazon – MJN began selling its products with Amazon in 2008. In 2010, hired 3 new people with Amazon expertise to dramatically improve the company’s service and support capabilities. By 2013, MJN had developed Amazon specific systems, processes, and programs. Between 2013 and 2017, company sales grew from $5M to $76M delivering a CAGR of 56%.

Provided leadership for 16 individuals who worked with 29 customers representing a variety of channels. The division accounted for over $600M in annual sales revenue.• During the period 2006 to 2009, total company sales declined 2.3%. In this environment, Eastern Division sales grew 3.5%.• Hired and trained a dedicated category management associate which enhanced the divisions’ ability to provide fact-based, category level insights.• Sold Senior Sales Management on supporting Kroger business by purchasing Kroger’s scan data via Dunnhumby (now 84.51˚). Developed analytical models and processes to mine this data, track MJN and competitor performance and uncover business building opportunities. • Named 2007 and 2008 Division Director of the Year

Built and communicated the yearly strategic business plan focused on delivering volume and share objectives. Developed and maintained a collaborative partnership with customer to enhance shopping experience and improve category performance.

Lead the strategic development of innovation platforms for the Retail Sales Organization that included both New Items and Processes. This position is designed to be the critical link between Retail and Marketing for the development of strategies that would optimize launch success.

Provided leadership, mentoring, and coaching for ten category management positions assigned to the Western Division.

Responsible for acct level sales, promotional planning, retail execution, and development of merchandising platforms for key customers - Safeway, Albertson's, and various Assoc Grocers and Supervalu AD groups.

B.S., Marketing

Associate'S Degree, Business Administration And Management, General