We opened our second Elements Massage studio to bring the Best Massage in the East Bay to Walnut Creek.

Asante Africa Foundation is educating East Africa’s youth to confidently address life’s challenges, thrive in the global economy, and catalyze positive change. We provide youth in deeply rural areas with access to high quality education and the tools to apply their knowledge beyond the classroom, to educate and empower the next generation of change agents, whose dreams and actions transform Africa and the world. Asante Africa Foundation is a 501 (c) 3 non-profit organization with global headquarters in the U.S.A. To learn more or to make a tax-deductible donation, please visit us at www.asanteafrica.org or email info@asanteafrica.org.

I purchased the Greenbrae studio when it was about 2 years old. We built a great team that offered outstanding massage therapy & a great place to work, turned the operation around & made it profitable. When the franchise agreement ended in 2022 I decided to close the studio, given the lack of available staff in Marin & my need to focus on other things.

As Area Director for the East Bay Area & Denver DMA, my role was to identify and support new franchisees to build out the market & provide marketing & operations support to all studios. The company decided to eliminate the Area Director following an acquisition.

Inspiring people & brands to unleash their potentialhttp://hahnsolostrategy.comSought out by C-level clients as a strategist and facilitator to guide brand strategy, innovation and communications planning and team development. Highly valued as a coach for personal branding and professional development.

Repositioned $1.3 billion division by bringing customer focus to the forefront of strategies. Drove initiatives to build revenue and enhance the customer experience for major and minor league sports teams, convention centers and performing arts venues.• Conducted groundbreaking research to reestablish leadership position in delivering an elevated fan experience in the Stadiums & Arenas business, including segmentation study on Major League Baseball fans. • Key member of executive team, instrumental in designing a consumer- and employee-centric culture shift. Developed internal and external communications plans to translate the vision into client perceptions and employee realities. Led strategic planning for culinary and retail (fan stores) business.• Implemented tactical initiatives to reinforce brand positioning and deliver sales and profit objectives, generating $6.5 million in revenue in the first season via product innovation, increased beverage variety and addressing value issues. • Led pilot project designed to improve concessions transaction throughput by 10%. First two locations saw 14% increase in transactions & significant reductions in service time. • Recognized expert and speaker on the customer experience and key business trends, interviewed for industry publications such as Sports Business Journal and Pan Stadia magazine.• Selected to participate in corporate-wide Diversity Leadership Council.

$389MM operator of quick casual restaurants under the Einstein Bros., Manhattan Bagel, Noah’s New York, Chesapeake & New World Coffee brands, & manufacturer of branded and private label product sales through the grocery channel.Brand architect responsible for reigniting & contemporizing the Einstein Bros. Bagels brand to deliver sales and profit objectives. Key member of executive team; defined core corporate values & led strategic planning process. Created multi-layered marketing plans, menu & new product development strategy, & system-wide merchandising initiatives. Managed 18 marketing & product R&D professionals, & reported to the CEO.• Achieved 18 consecutive months of same-store sales increases, driving all brands to record sales levels.• Initiated positioning & created vision for Einstein Bros. Developed brand strategy that identified key consumer trends & preferences, refocused on leadership in core breakfast category, built awareness of non-bagel products, & established clear goals and programs to optimize business potential. Addressed brand priorities, cross-functional alignment, system & team development needs, delivered ROI & set the path for continued business recovery.• Championed multiple branding initiatives & instituted a comprehensive business plan. Conducted brand impact studies & analyses; led strategy development based on target customer insights, brand positioning, & competition.• Restructured marketing organization to more effectively utilize skills, elevate responsiveness, increase accountability & strategic focus, & establish a results-oriented culture.• Enhanced the new product development system, strategically grounding ideation & concept development. Streamlined process to promote corporate & operational efficiencies, reducing time to market. Successfully validated & launched new food & retail product initiatives, driving sales & participation.

Led successful transition after acquisition of ARAMARK Educational Resources.

Led marketing function for all AER brands, including Children's World Learning Center, Medallion School Partnerships, & ARAMARK Work/Life Partnerships. Scope included Marketing Research, Public Relations, Advertising, Creative Services, Brand and Field Marketing. Served as senior marketing executive on the corporate leadership team, and spearheaded a strategic shift to focus on customer retention. Redefined marketing mission and fine-tuned organization to support it. Led successful communications effort & brand transition during sale to Knowledge Learning Corporation.

Hired to enhance strategic focus on grassroots marketing for Children’s World Learning Centers. Restructured field organization to increase accountability and results focus, introduced strategic marketing planning at the local level, and created turnkey grassroots tools executable by field operators. Promoted to replace outgoing VP within 6 months.

(subsidiary of Diageo PLC)Responsible for profitably building sales and customer traffic in 64 markets representing $2 billion in annual sales. Worked with franchisees to develop strategic goals and market plans. Participated in formulation of national marketing plan. Strategic leader of cross-functional regional management team.

Responsible for profitably building sales and customer traffic in 17 media markets representing $417 million in sales. Planned and directed agency partners in developing, selling in, executing and assessing ADI-level marketing plans and promotions. Increased local marketing investment from $1.3 million in fiscal 1994 to $3.1 million in fiscal 1998. Communicated, sold in and facilitated execution of national marketing programs to region franchisees.

Evaluated proposed marketing programs for sales and profit-building potential. Performed post-analysis to assess impact on sales and profits and recommend future enhancements. Presented analyses to marketing partners, corporate officers and franchisees. Developed new methodologies for statistical marketing analysis and correlation of research variables to measurable results. Responsible for supervising, training and developing staff of three. Directed activities of MIS support staff.

Rolled out the company's first sales analysis system. Trained marketing and finance personnel at all levels on system usage and data analysis.

Performed quantitative analysis for all functional departments, including marketing research, manufacturing simulation, warehouse layouts, sales analysis, production scheduling and logistics planning. Trained and supported end users of 3rd and 4th generation languages such as SAS and Focus. Developed a training and orientation program on data resources for the Internal Audit department. Developed a prototype expert system to develop loading diagrams for trucks at distribution centers.