Work with mid-market companies to bring structure to their marketing and product/portfolio strategies. These clients don’t typically have well established functions and are looking for strategic and tactical guidance. Optimizing the current portfolio (segmentation, value propositions, pricing, rationalization) and the best focus areas for new product development are critical for maximizing overall profitability.

Led identification, evaluation and development of strategic new business opportunities. Responsible for new business development, construction services, industry and regulatory affairs and project management.Commercialized PP-RCT pipe and fittings (rigid polymer material new to Uponor) and BIM Services (Building Information Management), diversifying the company into expanded commercial solutions and professional services.Redefined Industry & Regulatory Affairs department to establish integrated center of excellence and extend Uponor’s industry leadership.Utilized KPI scorecard to establish and monitor targets for growth of 2 new businesses and performance of service delivery. Already high service performance numbers were surpassed by 4 percentage points (ppts)Established new relationships with 20+ elected representatives (state, federal) to build advocacy network

Led teams focused on portfolio management, new product development, project management and codes and standards. In conjunction with Sales (trade strategy) and Finance, introduced a new data-based model for portfolio pricing, improving average margins despite cost headwinds.Worked with project management team and gatekeepers to tailor stage-gate project management; combining template rigor with enhanced usability for the division (more concise project intake; more streamlined gate review meetings). Post changes, NPD year-one revenue forecast accuracy improved by 30%Selected strategic partner for entering PP-RCT market and negotiated partnership agreement

Led marketing organization responsible for customer segment marketing, product portfolio management, strategic partnerships and innovation. Led the new segment marketing structure and strategies that helped shift portfolio mix to the higher-growth, higher-margin commercial business.Coached organization through change management to accommodate new structure.

Led Andersen Windows & Doors' 30-person marketing organization, with responsibility for segment development, regional marketing, content creation, digital marketing, and marketing services. Led branding initiative to create new positioning for portfolio of brands. Presented RFPs to 4 agencies, including incumbent. Selected new agency and partnered with them for internal and consumer research, which led to new positioning and creation of "Architectural Collection."Developed integrated advertising campaign, which elevated brand awareness with target demographic by 45%. Featured line revenue was up 15% during focus window.Led focus on digital advertising, including website re-write, regional ad campaigns and elevation of dealer co-marketingIntegrated Weiland doors (~$15M, acquired in 2013) to Andersen branding, catalogs, etc.

Inaugural business director for the new enterprise-wide Doors team, including Andersen, Weiland and Silverline brands. Established portfolio strategies, and drove cross-functional efforts to achieve sales and profit targets.Formed and led cross-functional business team, including door plant management and corporate teams supporting the business. Developed 3-year strategic plan to guide investmentsPiloted "monumental doors" line extension, culminating with successful domestic and international installations. Line extension went on to exceed year one sales targets by 11%Led initiative to Integrate best practices across plants acquired by Andersen, resulting in portfolio simplification and cost savings

Led Disney’s Integrated Retail organization – including vertical business (movies, video games) and licensed business (toys, apparel, etc.) for Target and other Midwest-based retailers (retail sales = $2B). Partnered with Disney divisions (studio, Disney Channel) and licensees to develop customized products, merchandising and marketing programs. Led team of 18 (7 direct reports), representing sales, marketing and retail analytics. Disney licensed sales at Target grew at 10% CAGR over tenure. This exceeded overall divisional growth rate by 2XAchieved Disney “Team of the Year” and “Retail Marketing Program of the Year” honors in 2009Upon assuming team leadership, moved from “worst to first” in team culture survey results within North American sales organization; then sustained that level for the next three yearsLaunched successful exclusive fashion brand for tween girls ("D-Signed"). Delivered $13-22M in retail sales for three consecutive yearsSecured first-ever custom animation partnership between Disney and Target (Toy Story 3), then built on success with 2 more animation partnerships (Cars 2, Planes). Drove leading retail partnerships in North America for each of these propertiesNegotiated exclusive partnership for new Disney property ("Camp Rock"), which delivered $60M in retail sales over 6 months

Developed exclusive marketing programs in collaboration with Target, Disney content divisions and licensees. Promoted to vice president, running the cross-functional team, in November 2008

Led marketing efforts for Pop Secret popcorn, Chex Mix, Bugles and Gardetto's. Drove 3 consecutive years of Pop Secret share growth, via category-leading innovationRepositioned Chex Mix as better-for-you alternative to chips; supported with TV, print, online advertising and new product development. Resulted in 18% sales growth and 10% market share growthLaunched string of successful new products, including Chocolate Chex Mix, Fruit & Nut Chex Mix, Chex Mix for Kids, Pop Secret 100 Calorie Pop and 1-Step Cheddar

Club store general manager for Snack Division Strategic Growth Channels. Developed products specifically for club stores that provided volume discounts, but were margin-accretive and efficient to manufacture.

Led customized marketing efforts for all Pillsbury business at Meijer, Wegman's and HEB. Established field-based co-marketing at Pillsbury, then led integration to General MillsCreated customer-specific advertising that drove rapid distribution and early consumer trialNegotiated blending of consumer and trade funds to increase Meijer co-marketing by 50%

Managed Old El Paso portfolio (taco shells, dinner kits, salsa, seasoning, refried beans, etc.)- Sales = $260M; staff = 2 managers and 3 associate managers- Changed brand strategy, including price/deal realignment and expanded co-marketing, which reversed sales decline (from -4% to +6%)

Assignments included "Heritage Brands" (transitioned from Pet, Inc. via acquisition) and Green Giant Restaged Green Giant Pasta Accents brand, including new positioning, product improvements, packaging redesign and price/deal realignment. Reversed sales decline, from -11% to +8%Successfully implemented innovative trade strategies for Accent flavor enhancer and Pet evaporated milk, leading to 22% increase in profitabilityDeveloped Hispanic marketing program, including Spanish-language radio and TV, that delivered 20% sales growth for Sa-son Accent seasonings