Lead $300M+ global business growing faster than the market by building out sales team, sales enablement, and channel and marketing programs.

Lead team of five direct and 35 indirect reports. Responsible for business planning, forecasting, sales enablement, and channel marketing.Challenges: Reduce costs, improve visibility into how well products are performing in retailers and distributors worldwide, and integrate downstream product performance and market trends into demand planning to improve working capital.• $20 million quarterly inventory cost savings generated by designing leading demand planning engine which linked global POS, third party consumption data and OEM orders, predicting customer demand with 80% accuracy.• $100 million cost savings and 42% inventory turn increase achieved by introducing S&OP processes, developing demand planning tools, and setting effective manufacturing postponement strategies.• Played key role in achieving 20% decline in finished good inventory by implementing statistical model that categorized risks for building products prior to order, and introducing a postponement step in the production cycle.

Responsible for product definition and development to current quarter revenue/margin attainment for $3B business consisting of 3 product lines. Lead 3 teams, including product management, pricing, and business planning. Challenges: Increase business/marketing representation on engineering-dominant product development teams, increase inventory turns and reduce obsolescence by revamping demand planning processes, create pricing strategy to optimize revenue/margin, and merge several business units.• Increased business and marketing representation within engineering product development by implementing cross-functional strategy board and phase gates that better balanced business needs and input into product definition and development.• Maintained financial performance and productivity after acquisition of another company by managing merger of three business units while streamlining processes.• $25 million improvement in quarterly P&L management achieved by developing working capital model that guided executive decisions regarding cash flow, inventory write-offs, and fixed costs.

Led team of 24, including 5 direct reports, in marketing development and account management activities for retail and distribution business. Manage $750M business and $60M marketing budget, develop business plans and channel marketing programs, provide marcom support and product training, and oversee regional pricing strategy.Challenges: Eliminate unprofitability, improve staff performance, build new customer base, and increase abilities of retail marketing group through new skills and processes. • 17% sales increase and 11-point market share increase achieved within North American retail market by implementing a promotional strategy and designing tool that maximized retailer and SKU promotional effectiveness. • $12 million in sales achieved by recognizing need for improved sales coverage and recruiting 400+ resellers that accounted for 20% of region’s sales.• 13% sales increase delivered by developing strategic retail training and merchandising program, reducing merchandiser store coverage 30%, and increasing visits to top locations 20%.

Recruited to position to direct 16-member product and business development team. Accountable for administering budget of $75 million on a $2 billion product line. Managed the product lifecycle for four major brands.Challenges: Inherited group with non-profit performance for 2 years, diminishing brand image for major product line, declining sales prices (down 25% year-over-year), and absence of results-to-performance analysis. • Reversed decline in sales by leading cross-functional team to develop new product offerings based on segmentation research – launched 4 new brands which generated 30% year-over-year revenue growth, grew sales prices by 14%, contributed to 9 consecutive quarters of profitability, and boosted market share by 4 points.• Improved overall worldwide brand image 33% by teaming with corporate marketing and external agency to benchmark current brand image, developing new branding standards, and launching a new marketing campaign.• Developed product, customer, and regional profitability measurement tools which have driven pricing, market investment, and product decisions – drove 12% reduction in product costs, 15% reduction in discounting, and contract negotiations with several key customers.

In charge of all consumer product marketing functions for multiple categories, with responsibility for $1B in annual sales. Managed 4 product cycles annually with 20-25 skus per cycle. Directed team in defining product offerings and marketing plans, managing forecasting and pricing, attaining revenue and margin goals, and managing retailer relationships.Challenges: Reverse decline in average selling prices and balance cost containment with product innovation. Respond to competitors’ price reductions as means of growing market share.