I serve several of Cargill's largest food and beverage customers. In this role, I am responsible for overall account strategy, growth and relationship development. My clients are global, strategic partners who touch many facets of the global agri-food system, and utilize a wide range of Cargill's product and service portfolio.

In this role I have sales accountability for key strategic customer relationships.

I this role I had global account leadership and marketing accountability for several of Cargill's largest food and beverage CPG customers.

In this role I provided customer marketing, food issues and sustainability leadership for Cargill's Food Ingredient & Bio-Industrial business in North America. I worked directly with a number of the world's largest food and beverage CPGs, and provided strategic leadership across a spectrum of food and sustainability issues facing Cargill and our largest customers.

Recruited to Cargill to provide integrated communications leadership for Cargill's food ingredient business. Developed integrated internal and external communications program from the ground up during a transformative period for our industry and Cargill overall.

Recruited to this $1 billion health and fitness company to develop marketing programs that contribute to revenue growth from the company’s ancillary businesses, including Corporate Wellness, the LTF Triathlon, and our Nutritional Products business. Reporting to the Vice President of Marketing, these programs advanced the company’s strategy to drive earnings growth by increasing membership and non-membership related revenues.

Recruited to lead global communications relating to the company’s IPO. WAM!NET had secured $500 million to help customers in multiple segments (e.g. corporations, ad agencies, video production companies) create, move and store digital content on its private network. Reporting to the company President, I was promoted to Vice President, Corporate Marketing, and given responsibility for a team of 30+ marketing and communications professionals and a budget of $12 million. Duties included segment marketing and value proposition development. While WAM!NET’s sales and customer base grew by 10% each quarter, tightness in the capital markets reduced our ability to fund the company’s operations. WAM!NET’s assets were acquired by Cerberus Capital Management and the company’s leadership and most employees were terminated in late 2001.

Recruited to become the first Public Relations Manager of 3M’s $2.5 billion spin-off company. This was a billion-dollar start up and a massive change management experience. Reporting to the Director of Public Affairs, I was responsible for all corporate and executive communications for a group of unrelated 3M businesses (data storage, printing and publishing, medical imaging, photo imaging) serving 10+ segments, transitioning into a public company. Working with the company’s CEO, CFO and Investor Relations Director, I played a key role in the company’s listing on the NYSE.

Recruited to lead the Technology Practice in the London office of one of the world’s leading public relations firms. Reported to the office’s Managing Director and lead a team of five with $1 million in client billings. After managing F-H London’s relationship with EDS, Bell Atlantic (later Verizon) and Electricitie de France, I moved to F-H Los Angeles where the agency’s global Technology Practice was based in 1993. In LA, I reported to the Vice President responsible for the office’s Technology’s Practice. After one year driving increased client billings with 3M Data Storage Products ($300,000 to $400,000), the 1994 World Cup Technology Partnership of EDS, Sun Microsystems and Sprint ($0 to $250,000), and Hewlett-Packard ($0 to $100,000), I lead the establishment of F-H’s office in the Minneapolis-St. Paul market. From October 1994 to October 1995, we grew F-H’s revenue with 3M from $400,000 - $800,000. I was promoted from Managing Supervisor to Vice President at this time. In November 1995, 3M announced the spin-off of five divisions to create a new, publicly traded company (initially called New Co). Under my leadership, F-H was named global Agency of Record for New Co. The result was an increase in account revenues from $800,000 to $3.2 million. As the global account leader of 50+ F-H staffers working on the New Co. account, I worked closely with the new CEO and his leadership team, acting as New Co.’s head of communications. In May 1996, I accepted New Co.’s offer to become its Public Relations Manager.

Recruited to this high technology agency as an Account Executive to work on the firm’s largest account, British Telecommunications (BT). Reporting to the Account Director, my duties included media relations, trade show management, newsletter development and new business development. After contributing to the account’s 20% annual revenue growth, I was promoted to Account Manager in 1991 and to Account Director in 1992, leading a team of seven. At this time the BT account generated 45% of the firm’s $2 million in revenues.