A look at the latest Marketing efforts from brands ... for better or for worse.

Teaching undergraduate courses in Marketing and International BusinessAdvisor to the student Marketing SPO, the American Marketing Association Chapter.Leading global immersion classes to Europe and Latin America.Connecting Marketing students with the Business leaders.

Collegiate Relations and Engagement

Executive Forum is a highly engaged community of executives from leading corporations who share a passion for "what's next" to drive the business growth of tomorrow. Since its formation in 1995, the Executive Forum has grown to over 400 members who are the top-most leaders at market moving companies, run portfolios for the most innovative PE firms and serve as directors on boards — public, private and non-profit. Admission to the Executive Forum is based upon a rigorous nomination and review process. By design, approximately half the EF members are President/CEOs, and the others are at the COO, CFO, CMO, CIO and VP levels.

The Executive Forum is a preeminent senior executive network organization and a non-profit entity devoted to providing its members with a viable path throughout their careers and life stages, enabling them to achieve success and enrichment through continued professional growth.

Teaching undergraduate courses in Marketing and International BusinessAdvisor to the student Marketing SPO, the American Marketing Association Chapter.Leading global immersion classes to Europe and Latin America.Professional outreach for the Marketing Department to the Business Community.

Adjunct Professor of Marketing who has taught Marketing to over 1200 students in the past five years. Advisor to the student American Marketing Association Chapter in the Fox School of Business.Advisor to the Center for Neural Decision Making in the Fox School of BusinessFostered an undergrad Consumer Insight initiative with four events featuring senior Marketing Research executives from across the US.Mentored individual students and helped them obtain jobs upon graduation, especially in the Marketing Research field.Connect Academics and Commercial practitioners to enhance Advertising/Communication Research understanding.Commencement speaker at the 2012 mid-year graduation, Temple University, Fox School of Business.

The Women’s Business Development Council (WBDC), empowers women and men to become thriving employers and more effective employees. From starting or growing a business to advancing a career or increasing income, WBDC illuminates business success in a tangible and accessible way. Founded in 1997 as a 501(c) (3) not for profit organization, WBDC is one of only 100 Women’s Business Centers funded in part by the US Small Business Administration nationwide. Through workshops, one-on-one coaching and training programs, WBDC delivers business and financial education that makes a difference in people’s lives. We help women and men to reach beyond where they are and grow to the next level.

Originally recruited to turnaround this struggling business unit (revenue flat at $80-85mm globally and operating losses in the key US market). Within one year, the business was growing at an annual rate of over 20%, eventually exceeding $300mm per year and achieving the #2 market position in US and worldwide. Reversed the profit issue in the US, from $2mm in losses in 2000 to 5% operating margin in 2001 and over 15% in all subsequent years. Directed expansion into new communication research sectors and introduction of first successful online advertising testing product in the industry. Created an emerging market, talent development strategy to speed the ability of new countries to satisfy clients and become self-sufficient. Ultimately extended business unit to over 50 offices in 35 countries. Turnaround – consolidated from many products to a consistent set of services in all countries; changed mindset from that of individual countries, to a cohesive global unit with local expertise; encouraged idea sharing across all locations and levels; created a cross-functional business development team to win new clients. Growth – expanded beyond CPG base to new sectors, especially pharma, financial services, technology  Global expansion – Built strong teams in all regions and key countries; utilized experts in core countries (US, Canada, Argentina, UK, France) to support emerging markets in Asia, Middle East and Eastern Europe Focus on multinational clients – expanded to new countries and additional services with global firms including: P&G, Visa, J&J, AB/InBev, Colgate, Bayer, Samsung, General Mills, Danone, SC Johnson, Nestle Sustainability – identified existing “stars” and hired dynamic individuals to facilitate multi-year growth

 Executive Vice President, General Management (1994-2000) - Directed unit representing 40% of company business with teams in 5 offices and in over 50 client locations. Exceeded revenue and profit goals each year. Senior Vice President, Client Service (1989-1993) - Managed central US business unit ($100mm). Achieved double-digit revenue increases annually and best profit performance in the company. Implemented a talent development strategy to support accelerated growth and new clients. Managed the only division to successfully defend margins during an industry price war. Vice President, Product Management (1986-1989) - Originally hired to develop and market new product line, which within three years became the dominant product in the company and within five years had surpassed Nielsen as the market leader.

Brand Management positions on food, beverage and pet food businesses (1983-1986). Responsible for new product introductions and new promotional strategies for each brand. Named to first Gatorade brand team after acquisition of that brand by Quaker Oats. Successfully pitched division and MLB management on a home run competition that lives on today at the annual MLB all-star game.Sales (1977-1982) - Originally hired in entry-level sales representative position. Earned promotion every 10 months, ultimately becoming one of the youngest District Sales Managers in the company. Took over NE Ohio district, which was the worst performing in the US. For the next two years, it was the best performing district in the country.