Member of Executive Leadership team.Head of the marketing , product management and sustainability functions.P&L responsibility for the $600M Allied Business

Head of product and strategic marketing functions for the $2.5B roofing business. Officer of the company and member of the operating committee. Chairman of the Marketing Leadership Council.

Strategic marketing leader for Owens Corning's Roofing business.

Led strategy and marketing development for the Engineered Insulation Systems business with specific product responsibility for mechanical and HVAC product categories. Served on the fiberglass and overall business leadership teams and played a critical role in the development of the 5 year long range plan and the annual operating plan. Utilized the choices to win strategic framework to define the winning aspiration and long term goals for the business. Including identifying capabilities and developing management systems. Delivered significant double digit revenue and EBIT gains.

Head marketing position for both the branch and franchise systems and a member of the executive leadership team. Reporting directly to the president.This position is responsible for a staff of 12 and an annual marketing budget of $40mm.• Created a comprehensive customer segmentation - consisting of nine individual segments – use of these segments in direct mail and email campaigns delivered over 4% response rates and a 10% increase in average order size. These direct campaigns are delivering over 15 to 1 ROI in both traditional and digital vehicles.• Conducted a comprehensive A&U into customer behavior that lead to the discovery of significant unmet consumer needs. These findings have lead to significant operational changes and systems improvements to deliver improved customer value and increase customer retention.• Established new PPC, SEM & SEO programs that has increased unique web visits by 40%, driven conversions by 30% and reduced cost per conversion by 15%.• Lead the development of the companies 5 year mission, vision, goals and strategic plan to double system sales in 5 years. • Established comprehensive brand standards and developed tools and systems to enforce these branding standards across the franchise and branch system. • Conducted RFP’s and on boarded 5 new agencies – advertising, database, digital, public relations and media buying.• Implemented the Beyond Carpet Cleaning advertising campaign that has driven overall brand awareness by 5% and increased sales of new products and services by 15% while increasing profitability and average order size by 12%.• Executed the first comprehensive public relations program for Stanley Steemer through social and traditional channels. These campaigns delivered over 500MM impressions and generated over $1.6mm in media value – a 7 to 1 ROI.

Led marketing and strategy position for the foam insulation business, part of the $2B insulation business. Reporting to the VP/GM insulation and building systems, this position was responsible for a team of 5 and an annual operating budget of $6MM. Responsibilities included product marketing, overall business strategy – including North America and Global• Developed a comprehensive 5 year strategic plan to double business, improve EBIT by 25% and expanding current manufacturing capability and capacity. Included development of business cases for increasing US and Global manufacturing footprint – China, India and Brazil – through capital spending.• Initiated projects to diversify the existing product line into growing applications and segments by moving from a products based selling approach to a systems based selling approach. Identified 2 growing customer segments - key businesses and trends - that presented an opportunity for $100MM in growth over 3 years. Choosen to champion this initiative for OC.• Conducted segmentation research and identified key attributes of target businesses through development of a value chain and control points. This allowed OC to maximize the specification selling efforts of the sales teams. Improving conversions by 20%.• Leader of Owens Corning diversity initiative and facilitated the re-fromation of the OC multicultural network.

Head of marketing for the $200MM Mac Tools business. Reporting directly to the president and part of the management team, this position was responsible for a staff of 10 and an annual marketing budget of $10MM. Responsibilities included product marketing, merchandising and promotion, motor sport, product development, direct web sales, brand marketing and overall channel strategy for the US, Canada, Japan and UK markets.• Completed an assessment and developed a transformation plan for the existing on-line presence and e-commerce solution to deliver a 10x sales volume increase in 3 years. Elements of the plan included systems, content improvements and an enhanced and redeveloped web platform that leveraged social networking tools – Twitter, Face Book, RSS etc. – to create a two way relationship with customers, distributors and consumers.• Implemented a new promotional strategy for Mac Tools that reduced costs by 50%, increased operating margin by 2% and reduced discounts by 4%.• Executed a brand / Attitude and usage study that resulted in re-development of the brand positioning and a new strategy to diversify sales away from the traditional distributor base into alternate channels.

Lead marketing position for the $150MM X-ACTO office products and Elmer’s hardware adhesives categories. Reporting to the SVP of Marketing, this position had a staff of 4 and was responsible for an annual marketing budget of $2MM. Activities included channel marketing, product marketing, product development, brand marketing, sales presentations, management of distribution arrangements and sourcing trips to Asia and Europe.• Led the reinvention of the brand architecture and logo for the entire Elmer’s brand. The new brand architecture was universally accepted and endorsed by all target groups and customers. Resulted in a 4% increase in brand awareness.• Developed award winning hardware packaging that received numerous awards for packaging design and effectiveness, including the Home Channel News Golden Hammer award.• Initiated development of 3 brand new Elmer’s product lines targeting non-traditional consumer groups. Executed a comprehensive marketing / e-marketing campaign targeting retail buyers to raise awareness. Product was placed at Lowes, Home Depot, Ace, Wal-Mart and Menards. First year sales totaled $2MM with a 5% margin increase. • Developed and executed a total advertising plan for the Elmer’s line of hardware products consisting of TV, Radio, Print, on-line advertising, in store promotions and NASCAR event marketing. This program resulted in a 12% increase in product awareness and increased sales 6% vs. prior year.• Led the presentation of the annual promotional and strategic plans to key customers – Home Depot, Wal-Mart, Target, Lowes, Staples, Office Depot etc. New off-shelf promotional opportunities and listings resulted in 4.5% annual growth.

Responsible for $125MM portfolio including the X-ACTO product categories – knives, pencil sharpeners, trimmers, staplers - and the Elmer’s education product categories – science fair products and board. Created a department and hired a staff of 3 direct reports. Administered an annual budget of $1MM.• Completed a total reinvention of the positioning, merchandising and packaging of X-ACTO brand of office products which resulted in X-ACTO becoming prime vendor in key categories at Staples, Office Depot and Office Max. Delivered $3.5MM of incremental sales in the next 12 month period. Sales in these mature categories ended 2006 at + 5.5% vs. year ago. GM increased 7% to 55% overall.• Led development of the Elmer’s education and science platform. Developed a national program with sponsorship and product endorsements from the Discovery Channel and the Mythbuster’s television program. New product sales increased by $3MM, with new distribution at Wal-Mart, Target and Staples. This growth occurred despite the expiry of significant patent protection.• Identified and developed the rationale and analysis that lead to the $5MM acquisition of Scientific Explorer.

Reported to SVP of marketing with a staff of 2. Responsible for the management and development of all private branded and second line product families across all categories.• Developed 2 new private brand products for strategic trade partners in non-conflicting categories that leveraged existing unused intellectual property and proprietary technologies. Quickly resulted in $5MM sales.• Consolidated $100MM private brand business and developed comprehensive private brand strategy that increased profitability 15%.

P&L responsibility for the $300MM binder category and an annual budget of $1MM. Led a staff of two people reporting to the Senior Director of Marketing for OF&P. • Completed a major reinvention and re-segmentation of the highly commoditized binder category that resulted in a 300% increase in off-shelf promotional activity and $20MM of incremental business. • Launched 4 new product families in three channels – superstore, mass, and dealer - resulting in $25MM in new sales. • Successfully identified and implemented over $11MM in annual cost savings. $3MM over plan.

Responsible for the fastest growing segment of the labels business – the $75MM ink jet label category. Reported to the Director of Marketing for Labels and managed a staff of two with a budget of $750K.• Developed a licensing arrangement between Brother International and Avery Dennison that generated $15MM in incremental top line sales and $750,000 in licensing royalties.• Championed the development, launch and promotion of a line of Smudge Free ink jet labels, resulting in a 10% market share gain and a corporate intellectual property and technology award for the project team.• Led the development and implementation of a new product development and front-end ideation process that resulted in a 100% increase in successful new product launches.

Responsible for the total Canadian label business - $40MM spread over 4 product categories. Reported to the Director of Marketing for Canada and managed one direct report.• Developed and executed a marketing plan to defend against a potential $3.5MM competitive threat at a major customer. This action plan resulted in the competitor being de-listed in the next catalog cycle. • Led a cross-functional team that developed a new base material and manufacturing process in a record four weeks. • Created 3 private label programs. Consisting of a total of 150 sku’s and worth over $15 million in incremental sales.