I wrote Building Brands: What Really Matters to help small business owners, entrepreneurs and economic development professionals who have limited budgets for branding their products, services or locations. https://www.amazon.com/dp/B09R15CNV1I wrote Building Brands: Making It Personal to debunk the bad advice that you need to reinvent yourself to be successful. The book describes a proven process to define your authentic and unique personal brand promise. https://www.amazon.com/dp/B0BJVJ62LBI wrote Building Brands: Creating A World-Class Marketing Team to help marketing managers be more successful and inspire marketers to perform at their best. https://www.amazon.com/dp/B0BJVWVH6H

Established to introduce the Strengthening Brand America Project, a community of practice to catalyze the transfer of product and corporate branding expertise from the private sector to the public sector as a means to dramatically improve the competitiveness of states and communities for capital investment. Provide marketing strategy consulting services to select client's.• Created a website to connect private sector brand experts, economic development professionals and students to transfer knowledge. It included a special section to help educate the public on the American Dream. No longer maintained.• Generated visits from all 50 states and 168 countries.• Viewed by the U.S. Department of Commerce and International Economic Development Council as a thought leader in the field of place branding.• Recognized on wiki as an expert on country branding (http://countrybrandingwiki.org/index.php/Experts) • Collaborating with Xavier University to establish the American Dream Composite Index as the new performance measure for both economic development professionals and elected officials. Now defunct.• Founding Board member of the Nemacolin Energy Institute (http://www.neienergy.org/home.htm)

From 2005 – September 2009, led the Organization as a P&G Executive on Loan, subsequently under contract to the Ohio Business Development Coalition Board of Directors. Responsible for branding the state of Ohio for global capital investment attraction.• Led the creation of a 501 c(3) organization including establishment of the company mission, strategic direction, business procedures, and hiring of a qualified staff of performers.• Created the first ever Ohio brand and national campaign targeted to C-level executives.• Between 2006 and 2008, improved nationally measured perception of Ohio among Ohio Executives (index 111) and Active Capital Investors (index 102).• Since initiation of the branding work, Ohio has won the national Governor’s Cup in 2006, 2007, 2008, 2009 and 2011 for the most capital investment deals over $2,000,000.• Created a model to explain the capital investment decision process that is being used to realign how economic development is being done across Ohio.• Reorganized both the Marketing and Sales organizational structure to create leadership teams that guide the use of the Ohio brand in capital attraction, retention and expansion.

Recognized by P&G as one of the top 3 global marketers in 1999. Awarded the Harley Procter Marketer appointment by the P&G CEO and CMO for increasing the U.S. pharmaceutical business by 190% in sales and 371% in profit contribution over a 5-year period. Other highlights include -• Led the licensing and acquisition efforts in women’s health and bone metabolism in 2004 and recommended sunset of a compound for osteoarthritis in Phase II clinical trials.• In 1999 asked to focus on introduction of Actonel for post-menopausal osteoporosis. Successfully launched the brand in 2000, exceeding year 1 forecast by +25% despite the distraction of a partner merger. Managed the professional and direct-to-consumer promotion through 2003. Actonel subsequently achieved peak sales > $1B in U.S. sales by 2006. • Outstanding Business Achievement Award winner in 1997 in recognition of 3-years of annual sales growth >30%. Following the award, in 1998, Asacol sales grew >40%.• Revamped the Brontex brand promotion in 1995 to get the franchise in a positive ROI position by 1997 allowing the company to profitably divest the asset to Astra Zenica in 1998.• Grew the Macrobid brand from $63M sales in 1995 to $81M in 1998.• Grew the Ziac brand from $54M in sales in 1995 to $125M in 1998.

Responsible for >$30M business supported by 32 sales personnel and 8 marketers.• Implemented a strategic plan to leverage licensing to help sustain the Organization until the expected launch of Didrocal in 1997 and Actonel in 1999.• Successfully closed a co-promotion deal with Sanofi Winthrop in 1993 (Idarac) that delivered $1M per year as payment for selling support.• Successfully licensed Ultradol from Wyeth Ayerst in 1994 and introduced the brand in 1995 achieving breakeven in 18 months and a projected $4M NPV (18% ROI).• Grew Canadian business from $32M in 1992 to $35M in 1994. Importantly, the performance averted an alternative corporate plan to withdraw from the Canadian market.

Continued responsibility for the global management of the nitrofurantoin franchise (6 marketing reports) and added responsibility for upstream R&D projects in antiinfectives, arthritis and bone metabolism categories.• Successfully defended the Macrodantin business from introduction of a new quinolone class of antibiotics from Merck (Noroxin), Miles (Cipro) and Ortho (Floxin) by retargeting and focusing on growing share among loyal prescribers. Actually grew share by +2% in 1991 and +3% in 1992. • Successfully introduced MacroBID in 1992 as a way to reinitiate brand franchise growth and extend patent protection. Moved the franchise from stable sales to a growth rate of +2%.• Recommended and led the sunset of a compound for arthritis that was in Phase II clinical trials.

Responsible for the Division’s flagship brand (3 direct marketing reports, 8 country brand manager team).• Introduced a new advertising campaign that reversed an inherited declining (-2%) prescription trend.• In 1988, introduced MACPAC, the first ever bi-lingual patient package in the industry as a strategy to defend sales from generic erosion.• In 1988, created P&G’s first worldwide brand team structure to ensure consistent global branding.• In 1989, adopted an aggressive pricing strategy to defend profit contribution from erosion.• Sales grew from $43M in 1986 to $72M in 1990.

Responsible for developing advertising and sales promotion for Didronel and Buprenex• Increased Didronel market share from 60% to 65%.• Developed a campaign that exceeded AdTest normative scores and supported the successful introduction of Buprenex to the hospital market.

Responsible for providing computer simulation modeling support to the Marketing department and continued responsibility for sales force performance and bonus system management (2 direct reports).• Improved product sales forecasting accuracy by +20%.• Qualified a new model to guide choices on product coupon initiatives reducing costs by -40%.

Responsible for managing a sales force performance and bonus system management (2 direct reports).• Salvaged a poorly designed computer system to track territory, district and regional sales performance versus quota and calculate quarterly bonus payments. The Field had not received a payment for 3 quarters. Executed a series of system design enhancements that allowed accurate back calculation and forward tracking of performance. The system never missed another quarterly bonus payment deadline.• Interacted directly with Field Sales management to explore questions on quota calculation and tracked sales data. Collaborated with managers to present major challenges and recommended resolution to the Director of Sales for approval.

Responsible for business programming in PL-1.