Chris Gibson, Mba Email & Phone Number

Archbold, Ohio, Us

Accountable for the overall development, performance and profitability of the business unit.

Archbold, Ohio, Us

Accountable for building the commercial capabilities to deliver profitable growth.

Archbold, Ohio, Us

Accountable for re-crafting the brand, marketing and pricing strategy for the business while delivering profitable growth with National Accounts.

Toledo, Oh, Us

Formulated new strategic direction and led the execution plan to penetrate the high performance builder segment by integrating and aligning resources and value proposition development across marketing, sales, product management, sustainability, building science and product research. Championed innovation and drove execution of a new business model and operating system to shift from a supply driven/commodity producer of insulation to a collaborative/customer-centric building solutions company.Led the sales, marketing and technical groups to deliver over $32 million in new business value with highly influential builders, growing the market size and delivering a 1.8x improvement in SG&A utilization, 1.5x improvement in ROI and dramatic improvements in net promoter scores.Developed and oversaw the branding, customer experience and engagement initiatives including communication initiatives in the social, digital and event-driven spaces.Drove alignment across a matrix organization with marketing, building science and sales on product positioning across an expanding portfolio. Instilled best practices for collaborative solution selling, account strategy and local market planning.Key Takeaways: Take responsibility for helping others see what you see. Leadership is about influence--not reporting relationships or titles. If you are peanut butter, find your chocolate. Principles and Values matter.

Led successful turnaround by simultaneously modernizing digital strategy and operations; transforming where to play, how to win and building new systems and capabilities. Negotiated mission critical agreements and executed key talent and operating decisions; turned cash flow around and instilled a strong sense of purpose that created a one-for-all, all-for-one focus within 90 days. Re-focused business to win with a high net worth client segment, globally. Developed new builder licensees, manufacturing partnerships and e-commerce platform. Integrated service capabilities to deliver a turn-key design relationship.Modernized the financial, project planning and design factory systems to scale operating costs; led the digital marketing, CRM and sales processes resulting in a 4x increase in close rates and 4x increase in yield per customer.Generated record financial performance in 2003; positive momentum continued through 2006 with a 20x increase in shareholder value and ~7x improvement in revenue. Served on Board of Directors and managed communications with a large, private shareholder base. Oversaw and led negotiations to sell the business in 2013. Key Takeaways: Leadership is an obligation, not a right. Cash flow is king, Act like you’re going out of business every day. Embrace people with different ideas. Make the hard decisions. Priorities matter.

Mason, Ohio, Us

Led the development and implementation of the new product and process practice with a focus on processes, tools and metrics to identify and drive a balanced innovation portfolio. Promoted three times within four years.Directed the development and execution plan for digital strategy—launched two web sites with advanced search and selection capabilities; integrated customer service and dealer databases with on-line capabilities.Managed joint ventures and guided development and launch of new product lines and SKU rationalization efforts across multiple brands.Executed Customer Value Mapping and new innovation planning processes to improve resource allocation, portfolio management, line rationalization, pricing and project management decisions.Improved efficiency of new product development by 25% through the effective leadership of eight design engineers and the implementation of best-in-class program management practices.Led development of a new brand strategy, expanding the brands appeal/reach over 60% by improving perceived quality from favorable brand associations and documented claims for building consumer trust. Developed the five-year new products plan shifting the focus from functional products to fashionable products, rolled-out new stage-gate process and led Innovation Steering Team. Saved a breakthrough new product from failure by repositioning and refocusing the business strategy, manufacturing strategy and mending relations with international development partners.Key Takeaways: It’s great to apply your talents working with people who challenge you to use your talents. There is no such thing as a commodity product. If you want something difficult, try changing behaviors. A small and empowered team of "A" players can get a lot of stuff done. Process matters.

Finance

Mba (With Marketing Distinction)