Leading the sales and business development efforts to grow the Prevention & Care business in USA.

Launched a new digital platform that connects children to iconic figures (eg, Santa Claus) for a live video experience that can take place from home. The mission of this business is to create a highly enjoyable interaction that lives in the hearts of children for a lifetime. It’s about bringing that ‘dream-come-true’ experience into the household in a high-quality manner and providing a great customer experience.Managed all aspects of the business. From website design oversight, to technical solution and integration of platforms for a seamless experience. Worked with high-quality, professional talent to fulfill Holiday needs. In addition, managed Search and Social Advertising.

- Responsible for over $100 Mil in direct and indirect sales, 100 outside field sales reps, 40 inside sales reps, 20 customer service reps, with 9 direct reports.- Leading a transformation of the Dental Professional organization. Have redesigned the sales organization to accomplish 3 key things: 1) design around our key customers (DSOs, Corporate Accounts); 2) provide job enrichment / engagement for developing future leaders; and 3) deliver corporate targeted cost savings- Modified business model from product / feature “push” model to solution selling “pull” model. Grew solution sales by 250%+ in past 12 months (v. prior 12 months).- Increased field and inside sales productivity (sales per rep) by 10% and 25% during first year of new redesign.- Installed voice of the customer

- Transformed Consumer Care function from backoffice operation to forward-thinking value creation center leveraging consumer insights into marketing opportunities. [11 reports, 13k contacts/week, 150 agents]- Reduced backorders by 80% for parts & warranty items and drove 30% increase in phone NPS.- Acquired CRM ownership and drove 300% increase in consumer outreach e-communications.- Reduced warranty replacement costs by $1.5 Mil annually- Increased sales 35% in consumables via change in 'warranty replacement' process- Drove most successful Black Friday event in company history (copied by 7 other markets)- Managed RFP process for changeover to Top-tier vendor with lower cost and improved NPS

- Drove dollar share in Audio docking from 2.8% (#9 Brand) in 2009 to 10.8% (#4 Brand) in 2011.- Drove dollar share in portable video (DVD) business from 8% (#3 Brand) in 2009 to 35% (#1 Brand) in 2011 with record 46% share in key month of November.- Drove business growth for AVM by 38% in top-line and doubled EBIT for 2010; docking was up 100% v. ’09.- Transformed docking brand from “afterthought” to “leader” growing over 460% from 2008 to 2011.- Secured “first-ever” placement of multi-million Black Friday event in docking (at record GM).- Landed “first-ever” docking audio placement at Key “club” channel worth over $5 Mil in top-line for 4Q 2011.- Negotiated and landed “first ever” private deal in Portable DVD under store brand at Top Electronics retailer.- Secured seven, profitable, Black Friday deals worth $80 Mil in sales for 2010 versus two (’09) and one (’08)

- Utilized consumer/shopper insights to upgrade packaging highlighting the most relevant features and benefits that resonated with targeted consumer segment.- Developed 2008 product pricing plan that resulted in 7-40% increases over business-unit recommended pricing. Results demonstrated that highest-priced new product in the portfolio became #1 dollar-ring sku at Top Accounts. Drove growth potential at Club class of trade by 30+% for 2008 & trade-up in other classes of trade.- Created detailed Annual Operating Plan (AOP) with estimated distribution, volumes and margin impacts months prior to system submittal. Bottoms-up forecast well-aligned to top-down projection.- Within first month in position, identified incremental multi-million dollar growth opportunity for coming 6 months.- Resolved factory excess for product reaching end-of-life. Created solution that profitably placed $20 Mil of product with retailers. In three months time, achieved 100%, 102%, and 98% placement for three product lines.- Utilized financial background to identify impact of Club-driven initiative to reduce pallet product counts; assessed financial impact to Philips and required reduction in trade spend to offset costs.- Drove profitable introduction, transition, and closeout plans with Sales, Marketing, Finance and Operations; 60% of the portfolio changes from 2007 to 2008 (largest transition year ever). - Recognized expensive transition issue with Target account that will change the way we do business going forward.- Escalated multi-million dollar risk at weaker accounts and created action plan for addressing.- Identified multimillion dollar opportunity at key retailer on brand; provided category support to underpin need for greater attention to Sonicare role in category.

- Responsible for development of Annual Operating Plan (AOP) and forecasts for North America including four businesses and strong brands: Norelco, Sonicare, and Avent.- Responsible for monthly reporting, consolidation and analysis (P&L and Account Reserve Package).- Accountable for execution and reporting of internal controls driven by GAAP and SOx compliance efforts.- Deployment of product and account profitability tools to sales and marketing teams. Responsible for reporting integral gross margin development, improving price management, and account P&L’s.

- Responsible for development of AOP, forecasts, deployment of internal controls, reporting and analysis of financials for North America Oral Healthcare Business (serving Consumers and Dental Professionals).- Drove improvements in trade investment spending during annual planning process; reviewed business cases for incremental spending.- Negotiated favorable payment terms with major U.S. retailers with annualized savings of more than $1 Million annually.- Managed staff of eight, including: Financial Analysts and Credit and Collections team.

- Responsible for multi-million dollar Global R&D Budget; during economic downturn, assisted in reduction of global product development budget by more than 30%- Produced monthly Product Development Report; analyzed engineering’s applied hours, program expenses, and identified/quantified business risks in development programs. - Designed user-friendly financial models for Product Line and Program Managers to support product business cases (for new products, exit plans, and improved decision-making). Reviewed, challenged, and validated all product development business cases (ie, new, derivative, and cost reductions). - Drove cost reduction activities by ensuring visibility and quantification of project opportunities, “effective” timing, risk identification and associated mitigation actions.- Responsible for business controls in Product Creation Process and presented Financial Results monthly.