Sam Lteif Email & Phone Number

Ponte Vedra Beach, Fl, Us

Holzminden, Lower Saxony, De

Chicago, Illinois, Us

Selected to lead East Region business unit to include new emerging markets. Focus on building collaborative team culture, growing market share and strengthening customer partnerships with P&L responsibility.

Rochester Hills, Michigan, Us

Appointed to lead a start up indoor cannabis company in Michigan market. Build out over 60k sq ft of canopy, scaled team from 35 to over 250 team members. Gain distribution in over 400 retail locations, launch top selling products in the market and expand business operation into a second state.

Appointed as CEO to lead and build a world class food service beverage solutions organization through multiple acquisitions. Developed a strategic plan focused on 4 key areas - People & Culture, Customer Innovation, Systems & Process and Supply Chain Productivity in order to drive growth and maximize enterprise value.-- Integrated 3 acquisitions in span of 16 months that resulted in tripling the revenue base, expanded manufacturing footprint to 4 facilities, and broadened product portfolio across value to premium continuum.-- Professionalized the business by recruiting new executive team, upgraded talent across the organization, implemented ERP system and improved processes. Established new functions to include Marketing, HR and R&D.-- Recruited and built a new commercial team focused on business development in restaurant segment resulting in the acquisition of new business with national restaurant chains including Red Lobster and Darden.-- Partnered with PepsiCo to develop and produce a new dispensed Juice product resulting in a multi-year exclusive manufacturing agreement coupled with a joint CapEx investment and launched with a national restaurant chain.-- Realized synergies by effectively closing a manufacturing site, capturing procurement savings and reducing SG&A.

Milwaukee, Wi, Us

Hired to lead global business, integrate global business units, consolidate manufacturing footprint, and drive business transformation and cultural integration of previous acquisitions. Led 18 direct reports, organization of 2,200 people, 15 global manufacturing sites, and >$800MM in revenue with full Profit & Loss responsibility.-- Led restructure of manufacturing base for the division which resulted in 5 plant closure announcements in Canada, Germany, Italy, and United States and resulted in operational savings of $20MM annually.-- Reduced headcount by 225 employees, managed capital projects of over $50MM.

Purchase, New York, Us

Lead PepsiCo warehouse delivered brand portfolio (Gatorade, Tropicana, Naked Juice, Quaker and Muller) across all regional grocery retailers and wholesalers. Drove growth of $2.25Billion Net Revenue, lead team of six Senior Sales Directors and field selling organization with over 175 associates.-- Gained share in key categories (chilled juice by +0.5 pts and ready-to-eat cereal by +0.2 pts).-- Substantially grew retail inventory, including +17% on Quaker hot cereal and +1.4% on Tropicana.-- Expanded premium juice shelf space by +2 SKUs and grew Naked Juice net sales by +35%.

Purchase, New York, Us

As CEO of Muller Quaker Dairy, lead start-up team on highly visible joint venture with Germany-based Theo Müller Group. Steered JV collaboration and cultural integration, built team of 150+ employees, and led 6 executive functional leaders; reported to Board of Directors with full P&L responsibility.-- Spearheaded brand launch into yogurt category in 8 months on time and within financial targets; achieved national distribution in less than one year reaching over 80% of yogurt ACV.-- Crafted and executed full commercialization plan, including: product formulation, import (with U.S. compliance), supply chain, branding, and customer/consumer engagement strategies which achieved $96MM in retail sales and top-10 ranking on IRI Pacesetter list for new product introductions.-- Executed 18-month plan, including staffing and onboarding of over 150 employees and full operational readiness, for 363,000-sq.-ft., $200MM new manufacturing site, which opened on time and on budget.

Purchase, New York, Us

Lead and turn around 2nd largest region of Frito Lay North America during period of severe economic downturn. Managed ~$950 Million Direct Service Delivery (DSD) business, 70 distribution facilities, 1,200 delivery routes in 4 states, 10 direct reports, and 2,000+ employees with full P&L responsibility.-- Grew top-line revenue by $180+MM (from $765MM) and achieved consecutive “Top 5” rankings nationally across Profit, Share and People metrics following 10 years of underperformance.-- Boosted region profits by 6% CAGR, increased contribution margin +30 basis points, and consistently hit productivity goals; achieved #1 national rank in 2011 across expense control aggregate.-- Developed key renaissance plan for urban markets such as Detroit, Cleveland, and Flint; transformed >4,000 stores, delivered double-digit growth, and established a template for national initiative. -- Drove customer relationship management across all channels, with key retailers such as Meijer, Walmart, Kroger, Giant Eagle, Speedway, Dollar General, and Spartan which increased sales +26% over 5 years.-- Spearheaded major people transformation through talent acquisition and development, focus on culture of accountability, and successful negotiation of 6 collective bargaining agreements.-- Teams received prestigious corporate awards: Chairman’s Award (2009) for business performance and Harvey Russell Award (2011) for community impact in the city of Detroit.

Purchase, New York, Us

Lead major national field commercialization campaign for Lay’s potato chip brand.-- Spearheaded communication and implementation of Lay’s brand product reformulation in 5 months.-- Guided 15-person, cross-functional task force that ensured alignment across sales, marketing, and supply chain in 16 regions which resulted in “gold Standard“ execution at retail.-- Crafted key tools and processes for the field sales teams to enable “Day 1” vertical start-up.

Purchase, New York, Us

Transform under-performing region: $300 Million DSD business across 3 zones; 300+ delivery routes, 3 mega distribution centers, and 15 satellite locations; 5 executive direct reports, 37 front-line leaders, and 500+ employees. Managed sales expense budget of $38 Million.-- Exceeded revenue plan both years behind strong growth at +7.7% in 2005 and +6% in 2006-- Developed C-Store, Dollar, and Drug Channel retail execution initiative which accelerated sales growth.-- Drove series of initiatives that improved execution, including critical quarterly business review process, communications, performance/accountability expectations, and recognition.

Purchase, New York, Us

Lead $80 Million Frito Lay DSD business, with 120 delivery routes, 15 distribution facilities, 14 direct reports, and front-line team of 200+ employees. Drove “good to great” business transformation.-- Increased revenue +14% or $10MM over 2 year period through effective selling to key retailers such as Publix, Walmart, Winn-Dixie, Dollar General, The Pantry Stores, Hess, Family Dollar, and independents.-- Upgraded leadership talent with 4 new District Sales Leaders.-- Achieved “Top 10” national ranking (out of 120 zones) for 2 consecutive years across aggregate of Business and People metrics.-- Successfully executed multiple change management initiatives without any work disruption.

Purchase, New York, Us

Managed $90 Million Ahold/Stop & Shop account, largest for Frito Lay in region (200+ stores). Exceeded top-line revenue plan and achieved 10% sales increase over 3 years.

Increased sales +10% and transformed stagnant business.

Led market entry and gained national distribution for start-up.

Providence, Ri, Us

Drove double-digit revenue growth through rapid expansion and IPO