YOUR FRACTIONAL MARKETING TEAMThere is no ‘us’ and ‘them’ - we are your internal marketing team, but for a fraction of the cost. We integrate at the right level, joining weekly meetings and planning sessions in order to efficiently and expertly execute strategies that achieve your goals. Together, we adjust our tactics to drive results.Balanced Skill SetsMarketing is a multifaceted discipline, which is why we always approach it as a "team sport." No one person typically plays all the positions: content strategy, SEO, campaign creation, analytics, or research. With M-Mersion you get a full team of experts who excel individually in their role, rounding out the team’s expertise.Consistent ExecutionRelease the burden of constant follow-up as we earn your trust with our reliable execution. In-depth reporting and analytics give you full-visibility as we track performance and make adjustments as a team. We have the resources needed to maximize results on all marketing initiatives.WHAT IS FRACTIONAL MARKETING?Fractional Marketing is the outsourcing of marketing functions to a proven team of marketing specialists to help you plan, prioritize and manage the execution of critical marketing tactics designed to grow your company. Fractional Marketing can be a great way to build an internal marketing team for a fraction of the cost. Your team will have wide array of specialties, skills, and expertise, so you get a well-rounded team who can handle all aspects of your marketing needs. Whether remote or in person, our team can become YOUR team, and help you take your company to new heights.Clients:3MAmeriPride Linen and ServicesAquatic Resources NetworkCargillCustomer Centered SolutionsFabio Pirini AftermarketFoodsbyFR SecureFront + CenterGlacier TekGarlock Safety SystemsITWKeyLight ProductionsKF EngineeringLandform Engineering​Northern Tool + Equipment OldcastlePhase 5Stock24Tennant CompanyWinkCliqueYMCA

Advise company leadership on sales, marketing, and business development strategies.

Advise company leadership on sales, marketing, and business development strategies.

Direct report to the CEO. Led sales, channel management, product development, and marketing communications teams. Team included 18 company employees and 25 independent sales reps.• Developed growth strategies which increased sales $2.5M in first year, despite a poor first quarter. August 2015 results were 10% year-over-year revenue growth.• Implemented a new product development stage gate process to maximize efficient use of company resources and supporting organizational structure which resulted in 12 product launches.• Coached channel managers in order to develop and implement channel strategies, based on market analysis and identifying the best strategic alternatives for growth.

Advise company leadership on sales, marketing, and business development strategies.

P&L responsibility for the Wholesale Business Unit for Anchor Wall Systems. Develop and execute product development and business development strategies to grow this segment of Anchor's business. • Identified and prioritized growth opportunities for the business unit. Deploy resources (direct reports and shared services) to execute growth strategies. • Led sales team tasked with maximizing North American licensing revenue. Responsible for growth through multiple licensee customer groups which service the wholesale dealer customer. • Created products and sales and marketing programs designed to enable our network to grow and increase sales of Anchor Wall System's products.

Directed market strategy and solution development to drive profitable growth for OptumHealth Care Solutions for the employer market. Led staff of 6 market managers and directors who focus on driving market segment growth, developing innovative product packages and creating customer-focused solutions.

Direct report to the Vice President of Marketing. Develop strategy and manage the P&L of the floor coatings business, Tennant’s most profitable segment. Managed up to five direct reports. Directed product management, warranty and technical sales support functions.• Managed a business with 3% market share and struggling to grow in a fragmented market. Developed an aggressive business development strategy. Led process of identifying, prioritizing and contacting targets. Held discussions with over 15 companies in 6 countries which resulted in two new partnerships.• Shifted product development focus from “me too” products to innovative products to drive organic growth. New focus resulted in the invention of a UV-cured floor coating, creating opportunities in a new $500M market segment.• Tasked with improving first pass fill rates in a business with erratic order patterns. Business owner on a team which implemented a successful consumption-based planning model. Customer complaints were reduced by 85% in six months.• Orchestrated a strategic alliance with a competitor to market and sell their product line, creatively growing business with limited R&D resources. Exclusive agreement expected to add $500K in revenue.

Served as VP Marketing and managed all marketing activity for the organization. Evaluated new product opportunities, created channels for existing products, determined marketing mix, and led divestiture efforts.• To launch a new medical device, established a two-tier distribution channel in less than six months by adding seven distributors. Revenue grew from $30K to $300K in one year. Sales currently at $800K for this product line with these distributors.• Created a brand identity (NPAK), pricing strategy, website, and channel strategy for new product line with a very limited budget. Return on the marketing dollar investment was 400%.• Led creative divestiture efforts of law enforcement product line (Strap-Cuffs) generating cash needed for investment in developing other new products.

Reported to Vice President of Climate Control Aftermarket. Managed sales and marketing growth strategies for $100M aftermarket parts business. Directed and developed a team of up to eight analysts and sales and marketing managers.• Created and implemented growth strategies for $100M business segment, operating with aggressive growth goals in a mature market. Consistently grew the segment twice the rate of market growth.• To fuel aggressive growth, led team to launch six new products in 2003 and 11 in 2004, resulting in $6.6M in growth.• Designed marketing promotions and communications to create a pull demand for key products, overcoming channel resistance in reaching customers with our message. These programs resulted in reaching 30,000 new and existing customers with our message.• Developed a dealer incentive program to drive sales and reward channel based on performance. The incentive program resulted in achieving new product revenue objectives.

Reported to President of Ingersoll-Rand Climate Control Aftermarket. Managed pricing strategy and administration, revenue forecasting process, analytics, data management, and reporting for $200M division.• Played a key role in long-range planning process and strategy development for division.• Tasked with achieving operating income goals in a difficult economic situation. Developed and implemented a pricing model which utilized competitive and internal data to price 17,000 skus. Identified pricing opportunities resulting in an incremental $1.8M in operating profit in 2002 and $2.6M in 2003.• Led team that developed a business plan to enter a new market with equipment that reduces emissions from tractor-trailers. Net present value of the opportunity was $50M. Product launched in 2005 and continues to be a successful product line for Thermo King.• Developed and implemented reports which helped communicate foreign exchange, pricing, and volume year-over-year change. Reports resulted in improved fx and pricing management.

Reported to Vice President of Corporate Development. Managed evaluation of potential acquisition candidates, business plan development, market research, and analytics. Relocated in Brussels, Belgium for eight months during this role.• Completed a global market analysis and business plan for a light-rail HVAC product line. Presented business plan to senior management resulting in approval of the plan, seven additional resources, and relocation to Belgium to implement plan.• Developed and implemented a Balanced Scorecard for Thermo King North America. Reviewed excel-based tool with division President on a monthly basis. Received President’s Award from Ingersoll-Rand Sector President.• Led team to evaluate and begin acquisition discussions with a competitor in Turkey to assess international growth opportunities.