Matthew Eckard Email & Phone Number

Camden, Nj, Us

Left Campbell's in the fall of 2023 when the Transformation and Strategy work was completed and Board approved.Built small, cross-functional transformation team of 10 with remit to partner cross-functionally to develop and implement E2E margin improvement plan and a RTM strategic plan for snacks division. Created margin roadmap to increase Snacks division margins to peer set levels in 4 years  Ran full supply chain diagnostic and developed digital network model to identify 3-8+ year manufacturing/logistics geographic capacity requirements across US leading  Led small (4) cross-functional team in design of new SKU Rat process (6 weeks), implementing in 1 quarter to address system complexity, a biproduct of “as-is” pandemic operations.  Developed final Synder’s-Lance logistics integration model, piloting successfully.  Built DSD Route-to-Market strategic roadmap to address pain points inherent in operating separate multiple Independent DSD networks with subscale markets across the USA. Successfully piloted and BoD approved expansion.  Partnered with Senior Leadership in Sale and Logistics to address sales overhead costs, cross-functional mis-alignment and goal conflicts through new org model that also reduced costs.

Greater Chicago Area, Il, Us

Total US, all Sales elements of sales, $6B NR, +5K employees across HQ, Customer, Retail Sales, and DSD operations.  Led US Sales for snacks and confections business ($6B NR) and 6K employees compromised of HQ sales, direct-store-deliver (DSD) sales force, customer teams, and sales finance.  Directed revenue growth management, inclusive of trade spending, promo strategy, price/pack architecture(PPA) and net revenue management, implementing new PPA and promo strategies to drive growth and investment efficiency. Re-invented traditional DSD in-store process with AI generated ordering and digital photo display measurement, resulting in on-shelf availability improvement of nearly 1pt. to +97% and display growth of 227K per annum or +1 display per store each month. Integrated $80M acquisition business into sales and direct-store-deliver network, achieving 40% growth. Eliminated $32M of finished goods and returns waste in 1 year through a comprehensive plan sourcing ideas from across the business and rapidly democratizing into national practices.

Greater Chicago Area, Il, Us

Half of US Sales Organization encompassing Strategy, Customer Teams and DSD Operations, $2.5B NR, +2000 employees.Had sales and operational P&L responsibility for $2.5B NR in half of the US including customer, strategy, and DSD. $1.6B of customer responsibility for Albertsons / Safeway, Target, SuperValu, HEB and all regionals west of Chicago.

Greater Chicago Area, Il, Us

Led all elements of sales strategy, DSD operations, annual budgeting, sales compensation, systems/tools, policy, and fleet. Sales lead for company split of Kraft Foods and formation of Mondelez International including org design, business process, workflows and systems. Led development of next gen DSD route design tools, strengthening service and execution while delivering cost targets.  Designed and implemented organizational restructures to reduce sales and DSD cost of sales after initial company slit from Kraft Foods International. Created and launched national execution framework across organization (Vision to Win), establishing a national “Look of Success” across all customers and stores and leading to nationally aligned mobilization on key priorities to grow market share and deliver annual plans Managed variable compensation plan, implementing changes to strengthen alignment across sales groups and with cross-functional targets leading to shared cross-functional accountability for growth and costs.

Chicago, Il, Us

Chicago, Il, Us

Chicago, Il, Us

Led Go-To-Market and launch plan development for the Tassimo on-demand coffee business

Chicago, Il, Us

Customer Team Lead for Nabisco Biscuits, Planters Nuts and Impulse Snacking

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Led creation of analytical tools related to category management and shopper/customer insightsin snacking. Worked directly with Wal Mart to develop store clusters based on shopper demographics and adjust shelf space/assortment in store clusters with common demo attributes

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Led all customer category management enagements for the Pittsburgh region with the support of 2 specialists. Customers included Wegmans, Tops Markets, Giant Eagle and other regionals where Nabisco was Category Captain. Overhauled annual shelf management process at Wegmans and Giant Eagle.

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Ran a $400-500K/month DSD territory withdirect responsibility for all revenue generation for the stores including WalMart, KMart, Wegmans, Tops, BJs Wholesale, Sam's Club and convenience stores. Led a team of 3 full time reps and multiple part-time merchandisers to handle DSD activities including selling, orders, building displays and dialy shelf replenishment for all Nabisco products.

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Acting as floating sales rep and ran sales territories for vacation coverage and any short to mid term absences.