Ellen (Paul) Warila Email and Phone Number

R1 RCM is a leading provider of technology-driven solutions that transform the patient experience and financial performance of healthcare providers.My passion for marketing has always been fueled by the ability to connect with people and use insights to deliver great products and experiences. The opportunity to take my experience from consumer goods and translate that to what is arguably most important to people – their health – was very exciting for me.My initial responsibilities focused on driving adoption of our digital payment solution:— Lead consumer marketing efforts for new client launches, driving awareness and adoption with patients— Partner with clients and the Client Success team on additional marketing opportunities post-launch— Analyze patient adoption and satisfaction to identify areas for growth and improvement— Manage all patient-facing digital communicationsAs the business offering evolved beyond just a digital solution, to one that incorporated call center services for billing and payments, I took the opportunity to redefine the role to be more insight-driven and focus on the omnichannel consumer experience.In this role I successfully:▶︎Spearheaded a consumer research study to better understand the omnichannel patient financial experience and identify areas for improvement.▶︎Created the company’s first “Client Forum” for patient experience, a quarterly roundtable meeting with executives from our client base to discuss the trends and challenges impacting the patient financial experience.▶︎Identified ways to streamline the consumer planning efforts for new clients, reducing meeting time by half.▶︎Collaborated with Product, Legal, Client Success, and client stakeholders to develop the first SMS campaign to drive adoption of the digital payment solution.

Advisory Cloud is a digital platform that enables companies to connect to a large and diverse group of executives, leveraging their knowledge and experience to solve business problems of all types and scale.I served as an Advisor to the following companies:▶︎ Joule Goddess: Joule Goddess is a woman-owned start-up brand devoted to creating gut-mind-conscious products▶︎ M3 Life Sciences: M3 Life Sciences is a socially conscious start-up company committed to making top-shelf CBD inspired wellness products

My 2020 was off to a great start when the senior leadership team selected me for this new role. I was asked to create a Nerf direct-to-consumer business from the ground up. To this point, Nerf product had only been sold through retail partners. My responsibilities included: - Defining the strategy for the Nerf DTC business- Identifying research needs- Outlining a product development plan- Providing high-level revenue estimates for the next 3 yearsMy entrepreneurial spirit was excited about this opportunity to create a completely new business platform for the brand. In this role I successfully: ▶︎Identified industry best practices and researched consumer trends to develop a DTC vision, strategy, and product roadmap that would drive an incremental revenue stream and differentiate vs. the traditional retail business. ▶︎Achieved C-level approval on strategy.▶︎Orchestrated research on several product concepts to focus development resources, lay out a multi-year product pipeline plan, and identify sourcing gaps.▶︎Created a new financial model to capture unique costing assumptions and profitability benchmarks for the DTC business.▶︎Collaborated with Design, Engineering, Project Management, Legal and IT to establish product development processes, sourcing needs, legal guidelines, and infrastructure requirements necessary to launch Nerf DTC platform.▶︎Spearheaded development of a limited-edition Nerf Vortex / Concepts product collaboration inspired by a Thanksgiving-themed marketing campaign. Product was the first-ever, direct-to-consumer offering via Nerf Instagram and sold out within one hour.The impact of COVID, particularly from a supply chain standpoint, was a significant challenge in 2020 with most of Hasbro’s production occurring overseas. As a result, priorities naturally shifted when the pandemic hit and this newly created position (along with a number of others across the company) could no longer be supported by the end of the year.

After completing an agreed-upon 2-year assignment in Europe, I was chosen to lead the global brand team for Playskool Heroes. A reorganization occurred shortly thereafter, which led to 4 brands, across 4 strategic external partners, being added to my portfolio.My responsibilities expanded as the portfolio grew and business challenges arose… INITIAL SCOPE: Global Brand Strategies, New Product Development, Brand Content Creation (TV & Digital Ads, eCommerce Merchandising Assets, Branding Guidelines)EXPANDED SCOPE: — Cultivating relationships with strategic external partners including Sesame Workshop & Nickelodeon— Renegotiating contracts with partners— Reallocating budgets and adapting new product plans — Recruiting new talent to support the expanded portfolioWhile the potential for this portfolio was promising when I accepted the role, significant external challenges emerged that limited the portfolio’s growth. Despite the issues, I learned a lot and am proud of what I accomplished:▶︎ Reduced product development costs by $1MM while maintaining revenue projections. Analyzed SKU productivity to rationalize the line and found more efficient ways to drive sales.▶︎ Identified opportunity to regain market share of Hispanic consumers for Sesame Street toys. Directed internal agency to develop the brand’s first-ever Hispanic-targeted creative which out-performed the general audience engagement rate by 14 points.▶︎ Fostered strong relationships with external partners while also navigating contract renegotiations that decreased Hasbro’s financial obligation by half.▶︎ Quickly learned product development process to build and execute 2020 line while short-staffed. Delivered product on-time and on-budget under condensed lead-times.Another reorganization occurred in January 2020, which led to me being selected for a newly created role on the Nerf team.

The head of US Marketing recommended me to the SVP, EMEA Marketing & Sales for a 2-yr assignment leading Franchise Brand Marketing.I was excited to lead this portfolio of Hasbro’s high-investment brands, since they generated revenue beyond toy & game by expanding into entertainment, out-licensed categories and digital gaming. This group included: Nerf, Transformers, My Little Pony, Play-Doh, Littlest Pet Shop & the Gaming category. My team set the European brand strategies for the 25 EMEA countries. This role was unique: Execution was owned by the local markets but my team significantly influenced their marketing efforts.I was responsible for: — Creating annual product & marketing priorities, pricing structure, retail channel strategy & entertainment roadmap — Chairing meetings with country Marketing leaders to discuss trends & align priorities— Heading the planning & execution of Hasbro’s presence at top industry event— Managing team of 7 (3 remote)In this role I successfully:▶︎Identified $20MM opportunity to target Transformers fan segment by analyzing consumer insights & sales data. Recommended product priorities & marketing activations to countries. ▶︎Partnered with global brand & digital teams to develop social media gaming strategy for EMEA, creating a market segmentation & offering guidelines to engage with influencers.▶︎Established retail channel strategy & product priorities to expand customer base & provide differentiation across retailers. Efforts led to thousands of new distribution points being opened.▶︎Directed the planning & implementation of Hasbro’s presence at EMEA Toy Fair. Execution considered best-in-class by executive team & a model for other regions to follow.▶Refined team vision & refocused duties to add more value. Created workflow efficiencies & established stronger strategic partnerships with country teams.▶︎Mentored direct report through continuous feedback & 360 reviews, resulting in her promotion to Sr Manager.

The new head of US Marketing selected me for this newly created role resulting from a reorganization of the department. Under the previous structure, when the brands were categorized by demographics (i.e., Boys, Girls, Preschool), some product lines were being overlooked as higher-profile brands took most of the attention. The recent restructuring of the U.S Marketing Dept aligned the Challenger brands under one team to drive a laser-focused and strategic approach. The portfolio included: Baby Alive, FurReal, Easy Bake, Playskool, Sesame Street & Playskool Heroes.My responsibilities included:— Identifying opportunities to grow revenue and margin — Managing the P&L and marketing budget— Managing team of direct reports at varying levels (Manager, Sr. Manager, Director)— Overseeing creation and execution of go-to-market plans, including media planning, forecasting, pricing strategy & retail promotionsIn this role, I successfully:▶Achieved record-high revenue on Baby Alive with 138% growth by promoting different ethnicities of dolls through targeted social media marketing.▶︎Executed holiday marketing campaigns for the portfolio, within 6 weeks of the reorg, driving revenue increase of +3% vs. plan.▶︎Developed pricing strategy for highly-competitive brands in the portfolio that “moved the needle” and increased the portfolio’s variable margin +1.1%.▶︎Planted the seed for an exclusive arrangement with Amazon to carry Playskool toys. Unfortunately, corporate direction shifted again and marketing support was reallocated to another portfolio. As a result, I didn’t see any opportunities for growth in this position and decided to explore challenges outside of my comfort zone. With the support of my department head, I pursued an international role in the UK with a larger scope and bigger team.

In late 2014, the US Marketing team restructured to provide more growth opportunities for its high-potential leaders, who were elevated into a new layer of portfolio heads. Based on the leadership I demonstrated as Director on Transformers, I was chosen to spearhead the Boys & Sports Action group and manage 6 total team members, 3 of which were direct reports.I was excited to lead this great portfolio of brands, which included: Transformers, Jurassic World, Yokai Watch, Blazing Team, Nerf, and Super SoakerMy responsibilities included:— Selling in new brands to retailers— Managing the P&L and marketing budget— Developing and mentoring talent— Overseeing creation and execution of marketing plans, including media planning, forecasting, pricing strategy, & retail promotionsIn this role, I successfully:▶︎Outperformed portfolio revenue expectations by +20%.▶︎Directed team on unique media approach for new Nerf segment launch, using 100% digital and influencer media for the first time. Segment exceeded expectations, helping to drive record-high brand revenue that was +22% vs. budget.▶︎Surpassed Jurassic World revenue goal by +37%, launching new product and responding quickly to high demand by increasing production levels in time for the holidays. ▶︎Generated enthusiastic interest in the new Yokai Watch brand from retailers eager to secure account-exclusive items and an early launch window to eclipse their competition. ▶︎Mentored direct reports with personalized coaching. In less than a year, two out of my three direct reports were promoted. In Q3 2015, the US Marketing team went through another reorganization. Based on my reputation as a strategic and critical thinker, I was tasked with tackling a newly formed Challenger Brands portfolio. Although I wish I had more time to continue driving the Boys & Sports Action business, I looked forward to finding opportunities to grow the brands within the Challenger portfolio.

I was promoted to Director, US Marketing for the Transformers brand, in recognition of my leadership and success at driving brand growth. I was excited about this high-visibility opportunity. Since the movie Transformers: Age of Extinction launched in June, the brand was a high priority for all of 2014 due to the advanced prep, roll-out and subsequent toy sales through the holiday season. I was charged with doubling the revenue for the brand from the prior year, creating and executing robust consumer & retail marketing plans, and promoting the full franchise, from toys to external categories such as apparel.Because it was a movie year, budgets were larger and activity significantly ramped up to target the core consumer. During this period, I was responsible for: — Developing Omni-channel media plans— Analyzing & Forecasting sales— Collaborating with retail teams on account-based marketing programs— Establishing the communication strategy with PR— Managing the marketing budget— Hiring and training a new direct reportI’m particularly proud of my launch strategy, new marketing initiatives, and nimble responsiveness where I successfully:▶ Increased weekly e-commerce brand sales 10x by launching movie toys exclusively online for the first time in Hasbro’s history. ▶ Partnered with Amazon to launch first movie-related product aligned to a trailer release on Super Bowl Sunday.▶ Created first-ever franchise ad featuring toys, games, external products and theme park ride. Spot ran in cinemas, engaging a captive audience with a total brand message.▶ Identified early risk to revenue goal and quickly adapted media plan to increase product awareness and interest, closing the gap vs. plan.In Q4 2014, the US Marketing team reorganized to provide more growth opportunities for its high-potential leaders. As a result of my leadership on Transformers during a highly visible movie year, I was given a broader portfolio and larger team to oversee.

In early 2012, I was promoted to Senior Manager of Transformers & Star Wars based on my leadership and demonstrated ability to drive brand growth. I was excited to take on the more dynamic and trend-driven nature of these iconic entertainment brands.My responsibilities included:— Developing and executing marketing plans— Analyzing & Forecasting sales data— Managing the marketing budget— On-boarding and mentoring a new direct reportIn this role, I successfully:▶ Created and executed the first retailer-specific program for the Transformers brand in a non-movie year. This unique program created for Target included exclusive product, content and marketing support.▶ Analyzed revenue and margin performance on Transformers and Star Wars brands, implementing pricing changes to achieve financial targets.My tenacity to proactively manage the business and hit brand KPIs was rewarded with a promotion to Director on Transformers as the brand entered into a high-priority movie year in 2014.

Hasbro is a global leader in delivering branded play and entertainment experiences for children and families. Its portfolio of well-known brands includes Monopoly, Transformers, My Little Pony and Play-Doh. Prior to my arrival, the Marketing department went through a significant restructuring in mid-2008, creating a matrixed organization that split global brand & product development from US GTM, and opened the door to new marketing roles.In late 2008, I was hired as a Manager on the US Marketing team based on the previous marketing experience I gained in the consumer packaged goods industry. My responsibilities included:— Developing and executing marketing plans— Analyzing & Forecasting sales data— Managing the marketing budgetIn this role, I successfully:▶ Achieved record-high revenue on the Easy Bake brand with 40% growth through a successful relaunch of the Oven at double the retail price point. ▶ Realized record-high revenue on the Play-Doh brand through integrated consumer and retail marketing programs.▶ Increased Play-Doh’s Facebook fan base by 72% by developing relevant and engaging social media content. My ability to drive significant growth and consumer engagement on these heritage brands was recognized with a promotion to Senior Manager in early 2012.

In mid-2007, I was promoted to Manager of the Wisk & Sunlight brands based on my ability to lead cross-functional teams on new product launches.In 2007 and 2008, the North American Laundry Detergent category went through unprecedented change with the transformation from standard formulation to 2X concentrated. This overhaul of the product to a smaller format brought both environmental benefits and cost savings by using less water and plastic and needing fewer trucks for transport. My responsibilities included:— Managing development of Wisk & Sunlight 2X concentrated product lines— Overseeing creation of TV campaignsIn this role, I successfully:▶ Led the cross-functional team in creating a more competitive product for Wisk & Sunlight than what was previously in market with the standard formulation. New performance claims were developed and used on-pack and in advertising.▶ Implemented learnings from test market study across all consumer touchpoints to ensure communication strategy around the move to 2X concentrated was consistent with the anticipated plans of competitors.In mid-2008, Unilever sold its North American Laundry business and transitioned the employees to a private equity firm. Since I enjoyed working for a large, global company with many brands in its portfolio, staying with the PE firm wasn’t aligned with my career ambitions at that time. Instead, I decided to explore other opportunities and pursued a role in the fun and dynamic toy industry with Hasbro.

Unilever is one of the world’s largest consumer goods companies with offerings across Food & Beverage, Home Care, Beauty, and Personal Care. Its portfolio of well-known brands includes Dove, Vaseline, Hellmann’s, and Lipton.I joined the Laundry Care team at Unilever in late 2005, excited by the opportunity to broaden my experience in a global organization with such a wide range of brands and categories. The company had recently disrupted the US Laundry market with the launch of "all Small & Mighty" -- a smaller format, ultra-concentrated detergent line.Joining the Wisk & Sunlight brand team also enabled me to work across the US and Canada. I gained great experience in my first international business role, and it’s served me well during my career.My responsibilities included:— Developing & launching the Sunlight 3X concentrated line in Canada— Creating and testing concepts for new line extensions In this role, I successfully:▶ Launched the Sunlight 3X concentrated line, the first of its kind in Canada. The range delivered an incremental share point in its first year and won the 2006 Canadian Grand Prix New Product Award.▶ Led my first cross-functional team to develop a new Sunlight product offering, including determining the product proposition, formulation, and packaging design.In mid-2007, my leadership and insight-driven approach to driving innovation was rewarded with a promotion to Manager.

Playtex Products -- which was acquired by Energizer Holdings in 2007 and later became Edgewell Personal Care -- is a consumer goods company with a portfolio of well-known brands, including Playtex Gentle Glide tampons and Banana Boat sunscreen. I intentionally joined the Gentle Glide team at this early stage in my career so I could strengthen my competitive edge in several functional areas through a wide range of responsibilities. Gentle Glide was a challenger brand in the category, up against stiff competition from long-time market-leader Tampax.My responsibilities included:— Analyzing sales data— Developing and implementing integrated marketing campaigns— Overseeing media planning and creative executionIn this role, I successfully:▶ Managed a radio campaign in top US markets which drove a 1.6 share point increase and 8% dollar volume gain during the promotional period.▶ Reduced US and Canadian SKUs by 30% through a new trilingual packaging restageI enjoyed my time at Playtex and appreciated the breadth of experience I gained fresh out of business school, but I was eager to work for a company that had a larger global footprint and a broader range of brands in its portfolio. At that juncture, I decided to pursue an opportunity with Unilever to work on their NA Laundry brands.