Mark Kemmerer Email & Phone Number

Walnut Creek, Ca, Us

Walnut Creek, Ca, Us

Walnut Creek, Ca, Us

Walnut Creek, Ca, Us

Directing a team to provide strategic financial leadership to the Sales organization. Responsible for all US retail channels, representing $1.7 billion in sales and $440 million in trade spending. As a member of the Sales Leadership Team, serve as Finance organization lead in all cross-functional engagements related to Sales and trade spending.• Provided objective financial leadership to ensure achievement of profit objectives. Led team to deliver analysis and evaluations to support business decisions.• Collaborated with Sales to build more profitable promotional plans. Leveraged profit and ROI analysis to improve promotion effectiveness and annual financial results.• Directed analysis to provide a common understanding of Trade Spend for monthly financial results and Integrated Business Planning (IBP) process.• Streamlined processes and eliminated redundancy. Improved IBP process, facilitated contract bifurcation during sale of the business, and led the Finance organization through several re-organizations and recruiting efforts. Developed a team culture that fostered growth and leadership among all team members.• Managed financial elements of SAP Trade Promotion Management (TPM) module implementation. Defined business requirements, identified process gaps, and led development of mitigating processes. Facilitated hierarchy development and master data integrity, and ensured the viability of interfaces. Developed reporting and guided the transition from previous (Siebel) system.• Facilitated integration of a $75 MM acquisition into Del Monte systems and business processes. Drove alignment across the pricing, promotion, and master data work streams• Jointly led the development, testing, and implementation of Trade ROI Workbench tool to improve Trade efficiency and effectiveness. Our resulting analysis evolved Sales team focus from volume to profitability, and enabled a $20 MM reduction in Trade spending after the first year.

Walnut Creek, Ca, Us

Melbourne, Victoria, Au

Oversaw nine executive-led process improvement initiatives to significantly increase the Sales organization’s ability to deliver results, on behalf of Managing Director, Foster’s Americas.Built and implemented standardized sales processes by identifying best practices, securing buy-in, and training Field Sales personnel. Increased Sales team’s customer-facing time through process improvements. Led regular reviews with initiative owners and executive steering committee. Managed cross-divisional and cross-functional initiative interdependencies between Vice Presidents of Finance, Sales, IT, and Market Insights.

Melbourne, Victoria, Au

Directed a department of seven, providing planning, support and information to Sales, Marketing, Operations and Finance. Promoted to department Director after 10 months in mid-level management role. Built annual Sales budgets for $950 million of wine sales and $250 million in trade expenditures, and coordinated ongoing monitoring and reporting.Directed sales forecasting for 17 million cases ($950 million) in the U.S. through collaboration with Sales VPs. Collaborated with Marketing, Finance, and Supply Chain to refine forecasts through S&OP process. Increased availability and transparency of results. Managed $250 million annual Trade budgets. Partnered with VP of Commercial Finance to integrate Sales budgeting into corporate process. Identified significant over-spending, enabling executive team to more accurately target cost reduction efforts. Business owner for Sales IT infrastructure; identified deficiencies and led strategic efforts to resolve them. Led ongoing improvement of reporting and pricing tools. Provided analytical expertise to field sales on pricing, cost-benefit analysis, market/channel trends and interpretation. Streamlined and improved reporting tools, and trained key Sales leaders on pricing and budgeting philosophy and approach. Increased organizational agility by leading significant change initiatives, including re-allocating annual sales budgets at mid-year, re-focusing sales force on mitigation activities, and department restructuring. Managed and oversaw Sales incentive bonus plan for over 200 sales personnel. Shifted organizational focus from volume to net margin by partnering with Sales, Finance, and HR VPs to re-design incentive programs, metrics, and tools. Turned around department culture, reducing conflict so team could focus on responsibilities.

Conceived, implemented, and managed business processes and policies for Sales and Marketing Operations, including pricing, programming, sales quota development, budget management, sales analysis, and trade spend management. Analyzed business practices, designed new processes, and managed their successful implementation. Strengthened and expanded profitability of 1.1 million-case, $ 88 million brand group, including Kenwood Vineyards, Valley of the Moon, Lake Sonoma, and Korbel Brandy.Directed analysis of sales results and trends. Instituted reports and processes to measure key metrics, using JD Edwards, Cognos, AC Nielsen, WineData and RAD depletion data. Led strategic planning for proposed integration of 2 brands (1.2 million and 480,000 cases, respectively). Developed budgeting process and tools, improving accuracy and timeliness of the process. Streamlined Sales & Operations Planning processes.

Led viability assessment and strategic planning engagements for wine companies with Motto Kryla Fisher, LLP (MKF).

Led regional development of 1,000-employee consulting company as part of 3-person team. Established methodologies and operating standards, managed key client relationships, and built and executed regional business plan, including target market, marketing plan, sales strategy, revenues, and headcount. Region’s growth rate exceeded 25% while quarterly revenues grew from $200K to $2.3 million in less than two years.

Worldwide, Oo

Built two successful “enterprise risk management” service line brands at Deloitte & Touche. Developed brand messages and collateral, recruited and trained team members nationwide, and revised methodology. Both brands established solid, profitable operations that led to their incorporation into all of Deloitte & Touche’s related services.

Mba, Information Systems & Operations Management

Ba, Economics And Political Science