Jeffrey Katz Email & Phone Number

Burlington, Nc, Us

My partnership with Simple Kneads began as one of my clients while I was with Brand Evolution Sales. When I joined the company full time, the biggest challenge that I faced was convincing retail buyers to place our Gluten-Free fresh bread in their bread aisles, not the freezer section. In the traditional Grocery and Natural retail channels, the bread aisle is dominated by three major DSD companies who represent the majority of the business and also control the planograms. I not only had to convince the Buyers that Simple Kneads deserved a place in the planogram, I also had to find and develop alternative distributors to get our products in the stores. Ultimately, I was able to identify some alternative DSD distributors who were hungry for our business and, who also had established relationships with some of our target strategic retailers, i.e. Kroger, Stop & Shop, Shaw’s, United Supermarkets, etc. These alternative distributors represented a different route-to-market model than I had employed in any of my previous roles. My key learning was that even in non-bread categories, sometimes alternative distribution business models can be more efficient and cost-effective than traditional distribution models. Once we gained a little traction with our alternative distributors, we drove awareness and sales by implementing aggressive social media campaigns and marrying up our in-store merchandising programs to compliment our retailer’s category plans and programs. We utilized initial success stories generated with Sprouts and Whole Foods to expand distribution into traditional grocery chains. KEY STRENGTHS🔷 Developing and activating creative route-to-market strategies🔷 Impactful Retail Merchandising Strategies🔷 Distributor Negotiations and Management

Clearwater, Fl, Us

The primary challenges in this role revolved around formulating business plans for emerging brands that were potentially in vastly different stages of development and maturity. These life stages ranged from pre-revenue start-ups all the way to brands having significant existing distribution seeking their next growth phases. These wide-ranging experiences opened my eyes to a variety of business models and exposed me to business influencers such as private equity investing, package development, staffing Marketing and Social Media teams, etc. In many cases, the brands that I was working on were owned by individuals who had invested their life savings (as well as the savings of their families and friends) into these businesses. I took my responsibility for finding the most efficient and successful paths to market for these brands very seriously. I thrived in this role, but I never lost sight of the personal investments and risks that my clients were taking. In this role, the scope of my assignments typically covered national or regional rollout timing and execution, packaging and product development, understanding and working with costs and margins, creating and implementing marketing and promotional plans. Additionally, we worked closely with our clients identify strengths and weaknesses within their organizational structures and give them organizational development plans that complimented and supported their brand growth plans. KEY STRENGTHS🔷 Managing client relationships and growth expectations🔷 Understanding brand and product life cycles🔷 Planning and execution of multi-faceted programs

For most of our clients we essentially served as their Sales Department. As a result, a significant amount of effort in this role was managing our client’s expectations as if we were their VP of Sales. Most of our clients were singularly focused on growing individual brands and they frequently expected levels of attention and focus that were out of proportion to their sales. I worked hard to align the goals of the brands with the realities of the market developing plans that were acceptable to the brands and sales teams, but were also realistic and achievable. Then, my team and I were tasked with executing the plans. When the Covid Pandemic hit the whole marketplace shifted and we had to shift as well. In-person meetings were no longer available and the number of resets and reviews were drastically reduced. In order to maintain growth for our brands in these conditions we pivoted to robust online merchandising and selling. We navigated supply chain issues, including packaging shortages, to rationalize assortments with the goals of keeping the most important products in stock and on shelf. Then, we gained significant good will and increased distribution by advising Buyers that we still had the best items available when other product suppliers did not. The entire Covid experience taught me how to drill down deep and find solutions by thinking outside of the box. I had to come up with creative packaging solutions and in some cases, alternative product formulations. Working with multiple clients turned these efforts into a giant jigsaw puzzle with constantly moving pieces. Putting all of the pieces together was a stressful, but fun game. In this role, I developed and led a team of 3 Regional Managers. My group also had dotted lines into Marketing and Category Management. Our primary KPI’s were brand and package distribution and sales velocity. KEY STRENGTHS🔷 Being flexible🔷 Being creative🔷 Managing projects in a turbulent environment

Johnstown, Colorado, Us

The key challenge in this role was all about changing how Buyers and Consumers perceived Gluten Free bread. Changing these perceptions had major implications on merchandising and handling the product. Prior to 2014, the overwhelming majority of Gluten Free breads were merchandised in the frozen sections within grocery stores. Consumers typically purchased the product frozen and then brought it home and put it directly in the freezer. Consumers would then take a slice or two as desired and toast the bread. At Canyon Bakehouse, we developed a product that was able to be thawed at store level and displayed and merchandised like any other fresh bread product. A headwind that we faced was that many Bread Category Managers were not convinced that consumers were going to find the product if placed in the bread aisle. Shoppers were skeptical that Gluten Free breads could be sold fresh and consumed like any other bread product. Our goal was to expand usage occasions beyond single family members with sensitive digestions to usage and consumption by the whole family. I pioneered a free-standing rack program in the bakery department with strategic retailers and essentially proved the concept. I sold this program to Bakery Department Managers who wanted the extra dollar ring in their PL. Once the racks were placed, we activated social media programming to drive consumers to the bakery department to find our bread. Our initial successes were at Stop-n-Shop and we leverage these success stories to gain placements in other mainstream grocery and natural accounts. Pioneering an existing product to be used in new ways really showed me that you could build a better mousetrap and generate buy-in from Consumers and Category Managers by implementing innovative merchandising programs that validated the concept.

Sales Manager responsible for developing and executing the business plan to grow the So Delicious product line. Scope includes managing all facets of the business through both the broker and distributors. Responsibilities include developing sales plan and strategy to integrate the business in the natural channel as well as traditional grocery stores. Including opening up new "core" grocery distributors.Developing promotional and marketing programs.Initiating new partnership with broker group that can meet our sales goals and objectives. Penetrating each account at all levels.Successfully synergized and grew Ahold business across all divisions with projected growth of 5.5%. Obtained 90% distribution on 2011 new item initiatives with a projected volume of $3.5 million.Implemented sales planning tool to track ROI effectiveness on promotions, and track spend rate.

Regional Business Manager responsible for developing and executing the business plan to grow theBreyers yogurt line. Scope includes managing all facets of the business through both the broker andpenetrating accounts at all levels.Responsibilities include accounts from New England through Pittsburgh/Cleveland.Grew my territory by 7% in 2010 while decreasing my percent spend by one percent.Initiated test program at Giant Eagle with new items that were then successfully rolled out nationally. Successfully obtained the distribution of Breyers products at Stop & Shop for the first time in 10 years, projected volume $1.4 million.Obtained 95% distribution on 2010 new item initiatives with a projected volume of $2.8 million.Created and oversaw the implementation of new category management reports used to maximizesales for the retailer and volume for Breyers yogurt.

Cincinnati, Ohio, Us

Responsible for managing a $75 million territory, with a trade marketing budget in the range of $7.5 to $10 million annually and a staff of four account managers. Scope includes the account management of C&S Wholesaler Grocers (HBC), in addition to other New England wholesalers such as Imperial Distributors, Millbrook Distributors and Buzzotos.Successfully integrated Gillette products into the "Brand Saver" advertising plans with C&S retail customers, increasing incremental volume 7% while staying within budget.Supervised P&G retail team in the implementation of a combined P&G product checkout program at C&S retails customers, increasing incremental volume by $500,000.

responsible for directing larger retail accounts, such as Wegmans, Wakefern, and A&P. Direct account relationships at senior levels and manage category analysis/budgeting, trade marketing promotions and planogram space. Delivered outstanding sales results through building strong relationships with customers, by refocusing product selection and by developing effective programs for product categories.Collaborated with broker team to introduce and enforce Duracell MAP Program, boosting profits by 11% while only losing 4% in category volume.Results: 2001 to 2006--sales from chains/wholesalers grew from $9 to $14 million annually.Awarded Gillette "Circle of Excellence" each year for maximizing sales quota.Initiated an in store pilot at Wegmans to measure "shrink"; shrink was isolated to a few stores (less than 2% of store sales). Changed SKU offerings and planogram space, rebounding category 4.0%, boosting Duracell share 3.1 points, increasing shipments by 60%, and producing $250,000 in incremental volume.Turned around a sensitive situation at A&P - wholesaler was buying diverted product causing a 60% shipment volume loss. Collaborated closely with store buyer to refocus a permanent secondary location with product purchased from Gillette. New program generated an initial order of $1 million, is outpacing the market by three points and Duracell market share rose two points.Teamed closely with store and district management on key category growth issues. Keys to success: garnered 100% commitment from management, established action plans and closely monitored results.

Chicago, Illinois, Us

Recruited to sell and merchandise batteries across 75 Home Depot stores in the Northeast. Additionally responsible for managing relationships with brokers covering Home Depot stores in remote locations.Drastically increased battery sales (62% during a six week trial) by designing and constructing an endcap display in key traffic areas. New merchandise program was successfully rolled out to entire territory, eventually adopted in the Northeast market and became the U.S. prototype, generating millions of dollars for the category.Initiated the construction of a 10 foot "battery wall" to draw walk-by attention as consumers entered stores. This concept was launched across the Northeast and is still a permanent fixture in Home Depot stores.Built strong relationships with store and district level management by initiating quarterly meetings to analyze category growth and to develop promotional programs. Meetings fostered an enthusiastic, collaborative environment, successfully generating $250,000 to $500,000 in incremental revenue.

Recruited as an Account Executive to develop existing customer base and to penetrate new accounts. Key accounts included multi-site home improvement centers such as Ashmont Discount (pre Home Depot era).Fueled territory sales from $1 million to $2 million annually, doubling territory size over a four year time period. Nominated #1 sales representative for consistently meeting quota and growth objectives. Successfully penetrated new accounts, averaging six new customers annually. Established and maintained high standards for customer service and follow-up.