Leveraging my expertise in Sales Strategy and Marketing, I provide strategic insights to lead key MPG clients in elevating retailer relationships and demonstrating category thought leadership. I liase between Sales, Marketing, Category Management, and other key client functions to develop compelling selling stories aimed at driving brand growth across all channels including B&M and e-commerce. I also help teams reform their annual and quarterly planning to maximize retail JBP opportunities

Leveraging my experience in CPG sales and marketing, I am leading the development of sales and marketing initiatives for consumer brands by conducting research, analyzing data, and assessing omni-channel opportunities, translating findings into actionable insights and recommendations. I work with clients of all sizes to strengthen existing brands or launch new ones.

At NRS I developed strategic sales plans and enhanced client engagement by building relationships and delivering customized solutions within digital shopper marketing and retail media networks to grow sales of CPG clients including Kenvue, Essity, PIM Brands, Fage, and Factory LLC

Working on the Dr. Scholl's brand across all channels and customers, I led development of sales strategies and the sales planning process to grow the brand. Key to my success in this role was my collaboration with cross functional teams including broker partners to develop and execute plans that delivered ROI and drove foot care category growth

As a Consultant with MPG I provided insightful direction to clients to ignite sales growth and deliver work that consistently exceeded expectations. I worked on various projects from developing GTM and new item launch strategies, optimizing pricing and planning processes, enhancing marketing and sales plans, conducting research and analyzing data to uncover key insights for brand growth to tackle many critical business issues across clients large and small.

As an Adjunct Business Professor I taught undergraduate business students. My responsibilities included developing the syllabus, creating exams and assessment materials, grading/evaluating students. and developing all coursework including projects.

I was chosen by senior management to lead the development and creation of this new function to broaden the organization's knowledge and insights about macro category trends and our competition. During my time in this role I received feedback that the insights and recommendations I provided were "just what the organization needed" in order to make better business decisions, which helped contribute to share growth and over 12 months of consecutive sales growth for Post brands.

My responsibilities in this role evolved during my time in the position. It was a new role to the organization and I became a key resource responsible for enabling better communication between marketing and sales. I then took on more responsibility for improving and implementing a new annual planning process as well as developing and executing business/competitive intelligence throughout the organization.

As a consultant for Post, I held several different positions as the organization and my department went through changes. I was responsible for customer development, sales planning, analytics, and brand execution at some of Post's top customers. My strong relationships and numerous accomplishments led Post to hire me permanently into a newly created role.

As one of several Associate Brand Managers on One A Day vitamins, one of Bayer Consumer Care's largest brands, I was tasked with developing and launching new products which is the biggest growth driver for the brand. This included all phases of product development from concept testing through launch, support, and selling.• Launched successful new sub-brand for One A Day that exceeded sales expectations in the first year and continues to be a growth driver for the brand today.• One A Day achieved double-digit consumption growth, resulting in the brand winning Bayer's Global Leading Growth Award in 2009.Another Associate Brand Manager role I held was on Bayer's largest brand, Aleve. In this position I led cross-functional teams in the development and execution of promotions and sponsorships for the brand.• Developed innovative promotion that not only fit within brand strategy and budget but also drove sales in an other wise slow period for the brand.• Managed Aleve sponsorship of the PGA, utilizing partnership opportunities to open up possibilities for cross promotions and to gain distribution in two new customers.

In this role I worked on the Aleve brand which had a fairly large brand team due to the size of the brand. I was responsible for annual brand planning, sales forecasting, retail performance tracking, and the P&L for the entire Aleve franchise with regular direct reporting to senior management. Due to my strong performance, I was promoted to Associate Brand Manager after just one year in this role.• Led the annual brand planning process which was normally an assignment given to Brand Managers or Associate Brand Managers. This entailed leading a cross-functional team to develop plans for brand growth that I delivered to Bayer's global division head. The plan achieved the brand's objectives of increasing trial among target users the year it was implemented.• Primary liaison between sales and the brand team. I developed strong working relationships, enabling the brand to gain a stronger presence at shelf at key accounts through effective promotions.

During my tenure, Nielsen had a strong relationship with my client, Unilever, which enabled me to become a valuable resource for the Marketing and Marketing Research teams with whom I worked. I primarily worked with the Lipton Tea and Slim-Fast brand teams who heavily relied on me to provide consumer segmenting and targeting and develop insights used for new product launches and promotions.• Conducted in-depth analysis on tea category and specific growth segments. Insights and recommendations led to successful new positioning for the Lipton brand as well as direction for profitable new product launch.• Uncovered needs for more in-depth analysis, specifically using Nielsen panel data, resulting in incremental account revenue.