• Build and effectively influence the marketing agenda with region leadership to deliver volume, NOPBT, share, innovation targets and net revenue plans for region• Lead the eight-person field marketing team by creating the strategy, prioritizing workload, utilizing all levers of the marketing toolbox and guiding the team to execute the plan flawlessly• Executed local retail and on-the-ground consumer activation plans for Super Bowl LIII in Atlanta; grew net revenue +13% and share swing +0.2pts during activation time-period• Collaborate with brand teams to execute national brand priorities and create impactful local marketing programs that have scale, are repeatable and improve efficiency and effectiveness in the market

• Leverage insights to define region dynamics and develop regional marketing strategies that translate to the Annual Operating Plan• Partner with the HQ brand teams and develop the priority brand strategy and activation plans in the Southeast Region• Responsible for managing and developing one direct report• Manage all advertising agency touch points with respect to program briefing, concept development and media strategy• Provide thought leadership to the Director of Marketing on special projects and key strategic platforms

• Spearheaded the execution of Quaker’s most robust 3-year innovation pipeline by partnering with an innovation agency, insights, global innovation team & brand teams across ethnos, shop-alongs, ideation sessions and concept development• Developed and presented to senior management a kids strategy and innovation pipeline for our oatmeal business• Owned and managed two Quarterly Prioritization Review meetings to align senior leadership on what innovation projects to move forward with in order to meet Quaker’s innovation algorithm; facilitated difficult discussions with senior cross-functional team members on trade-offs that needed to be made across the businesses• Executed the innovation ideation portal to crowd-source new product ideas from employees; received over 50 submissions across all categories and increased employee engagement

• Managed the in-market launch of four new Instant Oatmeal Express Cups in 16 weeks from Charter to Go as defense against Special K’s entry into the category; net revenue results of $20MM in Year 1 and received a New Product Best Performer Award• Led a cross-functional team to launch over 35 channel specific projects, which delivered an incr. $17MM in sales• Performed category-wide deep-dive analysis to uncover key growth drivers and made strategic portfolio recommendation for total Quaker Hot Cereal portfolio that was presented to senior leadership

• Managed the launch of Perfect Portions through providing creative feedback on print and FSI’s, collaborating on shopper marketing programs and developing a tracker that was leveraged across businesses to monitor innovation• Effectively managed the largest budget in Quaker with +/- 5% at year end; collaborated with the finance team to ensure that there was open communication between both functions allowing for greater transparency and efficiency• Developed and implemented a bi-weekly breakfast dashboard that tracked our business against forecast and plan at both a national and customer level, dashboard was adopted by all marketing teams; executed business tracking decks that were presented to senior leadership and aided in the development of the 2013 annual operating plan

• Identified a business need in the body wash seasonal space that led to the creation of a new $12.8MM product line through extensive market research using Nielsen, Milward Brown and Mintel data• Designed the fragrance, formulation, packaging, pricing strategy, and go to market plan for the new product launch by collaborating with cross-functional teams and accurately assessing the marketing strategy and consumer needs• Conducted in home consumer interviews and created and implemented a survey to determine consumer preferences; analyzed results and worked with the marketing analytics team to outline product mix

• Managed the $30MM Nickelodeon customized portfolio including overseeing all product development and P&L statement responsibility; achieved 10% sales growth which surpassed the established 7% goal• Conceptualized a campaign celebrating the 10th Anniversary of Dora the Explorer to add incremental volume in the retail shelf space and provide a tailored customer experience through digital mediums and in-store execution; forecasted to produce 20 new SKU’s by the end of 2010• Collaborated with internal sales team and external buyers to create a customized strategy and understand the supply chain process for each retailer including Wal-Mart, Toys ‘R Us and Target• Led a five person cross-functional team to ensure that all products were on schedule and cost targets were being met; communicated regularly with external clients and vendors to provide status updates and relay any changes

• Launched a new business line by leveraging category of business expertise and analyzing gaps within the business unit; first year sales accounted for $300K and second year sales increased by 50% due to speed to market and by creating synergies between different business units to meet a specified target and goal• Performed and analyzed competitive research by cooperating with international counterparts and internal marketing research team in order to better position the Fisher-Price brand in the marketplace• Effectively communicated and presented final product line to senior managers at global sales meetings and to retailers at the New York Toy Fair and Mattel Toy Fair, which contributed to a 3% increase in top account sales• Key contact for the $160M Direct Import Sales business; worked in conjunction with the sales team to approve minimum order quantities, mitigate excess costs and allocate surplus finished goods• Created the International Marketing Factbook, which was a centralized knowledge database for all international markets that documented weekly demand and product reports, best practices and competitive research

• Developed and implemented a marketing strategy to promote the on-campus Toystore to non-employees which included overseeing placement of advertisements and monitoring ad revenues to identify the optimal advertising mix in order to maximize awareness and revenues

• Led a four-person team that restructured the existing paper-based organizational system by creating a Microsoft Access database; implemented a structure that equipped the center to serve as both an academic learning center as well as a safe environment for children participating in the daycare program