Mark Faatz Email & Phone Number

Lincoln, NE

Lincoln, Nebraska Metropolitan Area

Greater St. Louis Area

• Hired to turn around and reverse multi-year decline in sales and profits for $240M consumer foods packaged goods company. Led 54 member sales and marketing teams for Retail Consumer Packaged Goods, Foodservice National.
• Integrated two strategic acquisitions of Sqwincher Company and PouchTec Company into one KPFG sales and marketing team to drive profitable growth. Fiscal YTD team is up 11% over plan and profits increased by 32% over.
• Initiated Stage Gate process to boost innovative new product offerings. New Orrington Farms Meal Creations for Instant Pots that will launch into Wal-Mart, Target, Hy-Vee and Wegmans in 2018 with a projected +15% to.
• Top Graded sales and marketing leadership team to promote collaboration and customer focus, while reducing cost of sales by 9%.
• Created 2017-18 Sales Execution Plans and alignment of KPI’s with all departments.
• Crafted and executed 36-month strategy to create roadmap for a $500M company in 5 years.

Dallas/Fort Worth Area

• Led sales and marketing team for fresh fluid and CPG with responsibility for foodservice and C-store channels with key clients: Starbucks, US Foods, Sysco, Dot Foods, McDonalds, Dairy Queen, Hardees, Dunkin Donuts.
• Increased profit $9.8MM over plan from 2014-16.
• Influenced and led executive team to install bracket-pricing strategy in 2015. This updated pricing strategy eliminated $1.4MM in operational and pricing waste and enabled strategic branded CPG distribution options for.
• Crafted 36 Month Strategic Foodservice Plan that was endorsed by CEO and implemented in Q1 2012. Updated and executed 36 Month Strategic Foodservice Plan in 2014 to focus on launch of new and existing branded products.
• Led team to double-digit sales increase for 4 consecutive years 2012-16.
• Reduced 2014 marketing costs by 59% and improved profitability by examining trade budget, marketing program alignment and vendor contracts.

Marshall, MN

• Led 22-member sales team for top 400 chain restaurants, emerging chains, and non-commercial national accounts. Primary goal was to margin up $187M of business from net loss to profitability, while creating a pipeline.
• Consolidated 3 operator teams into one cohesive 22-member national accounts team with a long-term strategic focus.
• Increased margin by 13.4% on $187M in sales, reversing a 4-year decline in profits.
• Developed 36-month strategic plan for national accounts team that led to companywide strategic planning process.
• Successfully introduced and implemented Salesforce.com to a resistant senior leadership team.
• Generated incremental revenue of $24M by renegotiating existing contracts to fund future innovation and growth.

Omaha, NE

• Led 16-person sales team for National Accounts, Special Markets and C-Stores. Major goal was to streamline sales force with 2 major divestures of $453M and create a high performance team with an emphasis on improved.
• Promoted to Vice President, Sales for National Accounts to engineer turnaround for $655M diverse product portfolio.
• Identified top talent cross-functionally and prepared an internal leadership bench for divested businesses.
• Achieved team goal of boosting product contribution margin by 2% in FY06 and FY07.
• Produced 11% sales increase on team quota of 9% in FY06 by merging custom and branded operator sales teams.
• Led team to achieve sales goal of 2.3% in FY07, incorporating the exit of $13M in low margin business.

Battle Creek, MI

• Promoted to Director, National Accounts, and was responsible for developing and managing national account business, expanding non- commercial business, and developing a non-commercial nationwide strategy for the.
• Exceeded sales quota by 23% in 1999 by developing a new market share compliance program that resulted in signing a 3-year $18M contract with Aramark, making Kellogg’s the specified cereal supplier.
• Increased convenience food sales 22% and improved cereal market share by 5 points in 1998 by implementing a training program of all national account compliance programs to 55 field sales representatives for Kellogg’s.
• Collaborated with all internal headquarter departments crossing all lines of business from the initial stages of new product development to the customization of nationally branded marketing programs.
• Sold all product lines encompassed under the Kellogg’s umbrella; Kellogg’s cereals and Kellogg’s convenience foods.
• Received Kellogg Company “1999 Leader of the Year” Award.National Account Manager, Washington, DC (1994 - 1997)Promoted to manage $10.5M of product sales and marketing to national accounts in Northeastern United States.