P&L responsibility for stand-alone business unit with designated functional groups: manufacturing, sales, HR, finance, customer service, marketing, and IT. Built world class leadership team in first 18 months following retirements of key personnel. Overhauled operational footprint, changing methods for making key products to improve efficiency, quality, and training requirements for new personnel. • Grew sales by 20% in 3 years to record levels with 20% fewer employees, increasing GM% 4 points, and doubling bottom line.• Initiated numerous programs to build and nurture a positive corporate culture throughout organization, including employee roundtables, improved orientations, mentorships, community involvement, and employee empowerment. • Launched new ERP platform which has transformed operational and financial management capabilities, IT flexibility, and customer integration opportunities.• Greatly increased efficiencies throughout the plant and warehouse, resulting in improved throughput, higher fulfillment, and margin enhancement.

Led all marketing communication, product management, and design functions for a PE owned manufacturer of interior surfaces. Launched 15 products in 12 months, optimized marketing spend, yet greatly enhanced company’s go-to-market strategy and tactics.• Rebranded organization for better selling cohesion among divisions.• Rebuilt overall marketing foundation, including website design, selling tools, and creative to enhance image and improve salesperson effectiveness.• Reduced SKU count by over 25% to allow better efficiency through manufacturing and improving margins by 8%.• Assumed leadership of DC inventory to enhance service and support manufacturing EOQs.• Took ownership of sampling process to double throughput by implementing kaizen events and Kanban tools.

Responsible for all Product Management and Marketing strategies and activities. Includes product road oversight, VOC research, program management, & launch executions. Accountability for web development, SEO, PR, creative, tradeshows, branding and other marcomm activities. Lead channel management activities for Big Box retailers from a marketing perspective, including product proposals and Product Line Reviews.

Created and executed marketing strategies and tactics for all four businesses contained within commercial group: Core Commercial, Hospitality, International, and Aviation. Led organization in the areas of branding, marketing communications, digital media, product launch materials, trade shows, promotions and other marketing-related activities. Oversaw $7 million marketing budget.• Developed and executed strategies to reinvigorate Mohawk’s marketing efficacy and impact, including overhaul of Web and social media platforms; creation of new marketing foundation around sustainability; Durkan brand refresh through extensive VOC, qualitative, and quantitative research; and realignment of marketing resources around high-growth strategic categories.• Selected as beta member of new G3 program to utilize talent from across company to identify, quantify, implement, and sustain new processes and behaviors to improve business effectiveness. Led team that identified $2.5 million in savings from samples and institutionalized the processes to realize the ongoing savings.

Managed team of product directors, whose portfolios comprised 35% of business's $1.2 billion in revenue and nearly 50% of profits. Served as industry liaison with carpet-cleaning equipment manufacturers, speaking regularly at trade events and meetings on carpet technologies.• Implemented product and merchandising investment ROI methodology. Became foundation for all product launches and capital investments in residential SBU. Estimated $1 million in savings per year through better accountability and decision- making.• Launched over 30 products in 2013, including expansion of new Silk line, which posted margins 10 points higher than fleet.

Implemented product management infrastructure for commercial division, including stage gate process and financial analysis tools to build world-class decision-making methodology. Led P&L for $250 million commercial carpet tile business, which accounted for 40% of sales. Aligned functional areas of organization to improve profitability, quality, product development cycle, and innovation. Led strategic plan methodology that was adopted for both commercial and residential businesses.• Launched 40+ products yet reduced portfolio complexity, reduced quality claims by 50%, and reduced inventory by $1.5 million.• Spearheaded innovation for category allowing for easier installation and more forgiving manufacturing tolerances.• Grew commercial modular portfolio 9% in 24 months in a flat market and increased profitability from break-even in 2009 to double-digit OI.

Created new SBU to capitalize upon product gaps in high-end DIY and light commercial segments globally. Owned global P&L and led international cross-functional team that included marketing, sales, design, engineering, and manufacturing. Managed resulting product road and resource allocation, ensuring best cost-positioning, aggressive schedule attainment, effective use of capital, and efficient deployment of development resources. • Launched 20 SKUs in North America during fourth quarter of 2008, yielding $40 million in incremental sales. • Product line featured as a Consumer Reports top new product and recommended best buy.• Launched 15 additional new products in 2009, followed by launches across Europe, Asia, Latin America, and ANZ.• Led innovation across line that resulting in ground-breaking user features and better costs.• Spearheaded global branding strategy to maximize growth opportunities by region while minimizing cannibalization.• Reached goal of $120 million in annual incremental global revenues within 18 months.

Led product marketing team accountable for $250 million B&D N.A. cordless power tool category. Oversaw strategic direction of business, including product road development, new technology integration, and program prioritization. Collaborated closely with worldwide marketing teams to facilitate new product integration and to leverage combined designs and volumes for cost- out opportunities and engineering efficiencies. • Introduced 20 new products within 12 months, accounting for $50 million in top-line sales.• Maintained market share leadership at Walmart by altering product mix to reflect changing user preferences. Captured two points of market share, despite challenging POS conditions.• Increased Lowe’s business by 12% in mature categories through creative promotions to drive POS.

Led team of 25 personnel responsible for growth of $100 million product service business. Responsible for growth of national account programs, including Big Box and large construction supply companies. Contributed as part of leadership team to integrate merger of DEWALT and Porter Cable/Delta Power Tools, including new store branding and retail merchandising. Led global SBU meetings to share regional best practices for efficiency, profitability, and best-in-class customer support. • Executed new service programs with national customers, such as Grainger, Lowe’s, and Fastenal, beating $1.5 million revenue goal. • Instituted programs for local part inventory distribution through service centers, resulting in $3 million in incremental sales.

Led Home Depot channel strategy for DEWALT’s $170 million corded tool category. Oversaw drop-in promotions, special order implementation, Urban Lite stores and Pro Desk strategy. Created innovative Home Depot sales promotion in partnership with Bombardier ATV, exceeding $24 million sales goal by more than $4 million without eroding margins.

Directed DEWALT’s entry to pneumatic fastening market. Managed product development and strategic planning, as well as commercialization and execution. Worked closely with product management teams from Europe and ANZ to insure product specifications and scope met needs of all key regions. Launched full suite of products globally, including industry first cordless nailer to leverage DEWALT battery platform.