Worked on Newell's Accelerated Transformation plan and led several other strategic initiatives involving business integration, strategic plan development, P&L improvements and growth initiatives. Known for building strong relationships and working collaboratively to build strong cross-functional teams.

•Partnered with the GM to build a stand-alone organization and assist in the divestiture of the $300M Décor business. •Built functional teams in Brand Marketing, Trade Marketing, Marketing Comunications, E-Commerce and R&D. Reduced overall SG&A but increased A&P by over $1.0M.•Invested in National Digital/Social Marketing Campaign generating over 60M impressions.•Introduced “SBU” strategic planning process and developed robust 3 year plans for the business. Installed formal stage-gate milestone process with the goal of reducing time to market from 36+ months to 15 months.•Reduced COF by $3M including managing transition from Levolor Pledge, introducing a 1-day hold on custom orders, and correcting Blinds.com EDI code failures.

Piedmont Hardware Brands was formed when Nova Capital purchased the Hardware business from Newell Rubbermaid on September 10, 2013. Includes the Amerock (inclusive of Levolor Drapery Hardware), Shur-Line, Bulldog, and Ashland brands. Annual sales: $260 million. Served as President and member of the Board of Directors for each of the five businesses. Transitioned from Group President to President of Amerock.Led the successful transition of the umbrella business from a Fortune 500 corporate entity to a private equity owned business and subsequently to 4 stand-alone companies.Established distribution partners in Australia (SHUR-LINE) and Mexico (Levolor Drapery Hardware) protecting $8 million in revenue and $1million in EBITDARetained $27 million Bulldog business at Wal-mart despite competitive attack and significant supply chain challenges.Recruited and hired an exceptional top-level leadership team (including a VP of Finance/CFO, VP of Supply Chain, Director of Marketing and Director of Human Resources) for the Amerock business.Developed an Industry-leading creative approach to marketing the Amerock brand by partnering with nationally recognized designer Eric Cohler. Introduced #AmerockNow campaign at KBIS tradeshow in February of 2013.

The Newell Rubbermaid Hardware division was formed by combining the Ashland business, the Shur-Line/Bulldog Business and the Amerock/Drapery Hardware business. Annual Sales: $260 millionUnified and stabilized 5 “non-strategic” businesses and delivered sales and margin targets through divestiture process despite multiple years of declining revenues.Partnered with the Corporate M&A team on the successful carve out and divestiture of the Hardware Business which resulted in gross proceeds of $214 million and after tax proceeds of approximately $175 million.Recognized by both employees and corporate leadership for maintaining open and candid communication, which resulted in less than a 10% attrition rate throughout the process.

Ashland Hardware is a~ $68M supplier of OEM Window and Door Hardware to the Fenestration industry. Transitioned the business from 3 years of declining sales and profit with a negative operating income to a business with 4-6% annual growth and 7-10% EBITDA Improvement.Consolidated manufacturing operations from two underutilized plants into a single efficient facility in Monterrey, Mexico while simultaneously installing and implementing a new MRP system.

Delivered 6.5% growth in 2010, exceeding budget by $9 million (4%).Developed plans to yield $12 million in incremental promotional sales in support of a Q4 national TV advertising campaign.

Created a revolutionary new cylinder size and shape for the hand torch market launched under the Bernzomatic Fatboy brand. Led development of Fatboy product and marketing strategy and execution of the operational plans to bring the product to market.Developed a process for adjusting price due to commodity inflation and passed on price increases to all major retailers.Served as the primary witness and corporate representative in a federal court case involving Bernzomatic and a former supplier. Bernzomatic’s position was upheld by a federal Jury on all 10 counts and was ultimately awarded $13 million plus attorneys fees and interest.

Led Linear Edge Global Business Team and grew business from $75MM to $109MM.Introduced >$5 million in new products including Lenox GOLD reciprocating saw blades, new holesaw kitboxes, new carbide hole cutters, and a new range of jigsaw blades.

Integrated disparate businesses into 2 cohesive brand offerings under the LEVOLOR and KIRSCH brands.Implemented Lowe’s Custom Size Now window blind program which has grown to over $100M in sales.

Stanley Black & Decker, an S&P 500 company, is a diversified global provider of hand tools, power tools and more.Served in a number of positions –Began as a temporary associate on the shop floor of a manufacturing plant and held positions in Quality Assurance, Engineering Test, Engineering, and Marketing achieving the position of Group Product Manager for Linear Edge and Abrasive Products.Recognized with 1997 “Marketing Excellence” award for transforming work in an operational efficiency initiative that reduced overall sku count from 6200 to 2700 skus in the Power Tool Accessory business.Grew Linear-Edge business from $7MM category to $24MM+ in 3 years.