Working with Private Equity firms identifying potential acquisition opportunities and the evaluation of the investment.- Lead negotiations with Executive Management Teams and Principals of Private Equity firms.- Prepare Revenue and EBITDA models utilizing analytical data, and strategic plan implementation.- Design organizational restructure, financial streamlining, and marketing and sales plan development to positively impact EBITDA upon acquisition.

Leading the network of franchisees, both domestically and internationally in continued growth of Revenue and EBITDA. Establishing portfolio growth among franchisees, and continuing to deepen the support mechanisms to enable growth.

Feeling a plateau of growth, Jani-King International needed to optimize growth efforts and re-gain positive momentum by increasing contract sales numbers and franchise sales.Reviewed KPIs and sales process, focusing concentration on top-line growth, increasing dollar amount of contracts signed by 90% in initial 12 months. Developed strategy to increase appointments and continue top-line and bottom-line growth.- Implemented Digital marketing plan, increasing ROI to 306% for corporate regions- Average monthly signed revenue increased 90%, an estimated $270K per month- Refined national call center focus, increasing appointments scheduled by 32% and staffing an average of 92% staffed vs 66% prior to June 2014- YTD new business started grew 76%- 2015 Revenue growth of 8% (same store)- 2015 Profit growth of 19% (same store)- Led National Sales Team, increasing monthly average sales by 37% in 2015

With primary focus on retail stores, Latium USA needed to optimize budgets and refine the franchise organization in combination with a vertical market acquisition.Developed an omni-channel marketing plan focused on EBITDA growth from both retail and franchise locations, increasing sales by 12%. Collaborated with other board members to complete a major acquisition and developed and executed the marketing elements of the merged companies. Restructured and led team of 20+, including the internal call center, while executing plans.• Finalized acquisition of Metals USA, producing 105% increase in revenue and 112% increase in EBITDA based on annual production, reducing Cost per Inquiry by 12% via a refined lead aggregator strategy• Developed overall digital strategy (SEO, SEM, Social) increasing sales by 12% and leads by 10%• Revamped Home Depot and Big Box program for in-store sales by 13% by increasing product awareness

The leader in the residential cleaning industry, Merry Maids wanted to establish market growth and national brand awareness/consistency throughout its corporately owned and franchised locations. Promoted, I led and built a fully integrated marketing team managing all elements of the marketing plan for a $300M brand with both corporate and franchise operations. Led Merry Maids to the largest growth numbers in the past decade by optimizing the marketing budget and unifying corporate and franchisees.• Improved EBITDA by 20.3% and Revenue by 9.3% within 3 years, launching new products and optimizing marketing spend and managing lead growth through economic downturn (+5.8% to plan) • Initiated and launched new Service Agreement (Merry Maids Advantage), increasing recurring customer mix by 5% pts (400 basis points above plan, and an 85% retention improvement)• Increased Digital activity by 63.2%, resulting in sales increase of 42.1% and web traffic increase of 29.1%• Revamped National Broadcast Strategy; reduced spend 16.9% and increasing TRPs 6.9%• Streamlined Direct Mail efforts by reducing average cost per piece by 37%, increasing sales by 12%• Negotiated increase in National Ad Fund of 110% between owners and corporate, encouraging 76% of owners to sign addendum to begin the increase prior to contract renewal• Initiated and launched new NPS platform for entire enterprise, improving NPS 15 basis points• Initiated and sustained Social Media strategy increasing Facebook presence by 1000%+, and managed an online reputation management reporting platform increasing positive conversations from 42% to 56%

Industry leader Terminix sought ways to stimulate revenue growth in an industry declining an average of 12% annually.Partnered with the CMO and COO to develop and execute an omni-channel marketing plan with a strict focus on Digital and Direct marketing efforts, training a 3000+ national sales force. Led a marketing team of 10 and all agency communication while optimizing existing agency agreements, driving 38% of non-working dollars into working dollars (direct sales ie. Direct Mail, Digital, Broadcast).• Assisted in improving Terminix’s profit from $190MM to $220MM within 2 years, by optimizing the $70 million Ad Accrual P/L (Direct Mail, Interactive, Broadcast, Yellow Pages, Sponsorships, Sales Programs, Public Relations, Internal Communications and Inventory Management)• Increased National Broadcast exposure by 23% and Spot TV and Radio by 113% with a flat budget• Increased Digital activity by 65%, utilizing SEM, SEO, Mobile, and display ads increasing sales 96%• Increased Direct Mail activity by 128%, increasing sales by 46% (LTV increase of $16 million/year)

Niche focused Red F needed strong agency experience for broader new business development and strengthening deliverables for new and existing Fortune 500 clients.Built book of new business consisting of $1.7MM from scratch in less than 12 months by delivering strategic marketing initiatives designed to integrate with current efforts. Received 2 ECHO awards from the DMA, recognizing successful integrated campaigns (DirecTV and Verizon).• Continually manage account P&Ls to a minimum of 40% contribution margin via budget optimization• Developed DSL up-sell campaign for Verizon Puerto Rico, generating a 240% ROI (ECHO Award)• Introduced 3 new products for Red F to offer to Clients (Loyalty Platform – RJ Reynolds & BellSouth; Audit Program – marketing team management; Rapid Cycle Lab – marketing testing process)• Developed 2006 and 2007 Brand Plan for Doral (RJ Reynolds) utilizing non-traditional media channels and an increased dependency on predictive/behavior models

Known globally for its creative work, Leo Burnett looked to expand its strategic marketing element internationally.One of two individuals chosen to go in-market and build strategic marketing hubs in Eastern Europe (Moscow) and Western Europe (Frankfurt). Led marketing operations by hiring locally, training, and developing teams to manage the global practice of strategic integrated marketing plans. Developed, presented and executed integrated marketing plans, feet on the ground achieving 50% greater reach.• Ran regional One-to-One (CRM) operations in Europe, Eastern Europe and the Middle East, servicing local and global clients including Philip Morris International, Diageo, and Krups• Developed strategic integrated marketing plans and implemented strategic marketing initiatives for European markets, working personally in Germany, Russia, Switzerland, Hungary, Romania, Greece, Lithuania, Czech Republic and Kazakhstan• Managed P&L and Account team in multiple markets. Re-negotiated supplier and client contracts for agency by demonstrating Leo Burnett’s internal expertiseBrand Manager, Direct: Marlboro (1999-2003)Largest single brand (Marlboro) needed to heighten effectiveness of its domestic marketing programs.Collaborated with Creative, Planning, and legal to plan, create, execute and analyze 80+MM Direct Mail pieces with response elements, building brand awareness and increasing brand loyalty.• Achieved cost efficiencies by refining program strategies, leveraging a database of over 65MM+ records and managing over 200 outbound communication programs per year, with CRM elements • Increased effectiveness of 5,000 special events annually, resulting in 10% budget increase and 30% responder increase within programs such as Marlboro Racing and Ranch

Hines Interests needed marketing concentration to assist with the launch of the new Resort Recreation Division, managing brand, sales materials, and development of a CRM system and process.Worked with the EVP of the new division to develop brand, market and competitive research, and lead sales collateral at sales offices and pre-sales launch events. Built and managed first CRM database installation and managed development of sales/marketing collateral materials for $30MM ski resort and $70MM multiple-use golf resort.