Tim Dam Email & Phone Number

San Francisco Bay Area

Integrated the Saag’s brand with Hormel’s multiple refrigerated business units during a specified 5 year management transition. Executed on Hormel’s manufacturing strengths by establishing successful co-packing alliances that provided additional product bandwidth to effectively challenge dominant national service deli brands. The Southern California food service channel was developed to a 5% corporate revenue share, which provided the opportunity to hire a prominent food service broker. Idle production capacity created by the recent plant expansion was utilized through an established private label relationship with a prominent private label oriented retailer. Despite the economic challenges of these years, top line and bottom line corporate goals were met, and revenues grew approximately 60%.

San Francisco Bay Area

Increased corporate revenue, optimized the profitability of the product mix and positioned the business for an eventual acquisition. A new $8 MM plant expansion and remodel effectively doubled manufacturing capacity. Expertise was developed in processing premium turkey products, which in turn, initiated development of a high value-added sliced and packaged deli meat product line. A premium poultry sausage category was further developed for the retail meat and food service channels. The attractive new product offerings garnered significant food service interest, and assisted in establishing the Saag’s brand in the Southern California food service channel. Sales revenues increased 70% + and NET profit 194%. The business was acquired by Hormel Foods in November of 2006.

San Francisco Bay Area

Directed an extremely successful branding re-stage focused on visually communicating the premium attributes of the brand. The new design and associated collateral material positioned products to effectively compete with other national premium tier brands. Net profit by product was quantified by writing a costing program that allowed profitability modeling by product at various input costs. Profitable products were identified, promoted and their distribution prioritized. Strategic relationships were fostered with independent and national retailers which provided opportunities to develop profitable value-added products that addressed their goals of reducing labor and store shrink. Sales revenues increased 25% and NET profit 231%.

Platteville, Wi

Established the Old Wisconsin brand of cheese to market the throughput of a boutique high capacity Swiss cheese plant purchased in the anticipation of processing a never acquired brand. Educated the existing Buddig and broker sales teams on the products utilizing expert resources from the Wisconsin Department of Agriculture, and initiated the processing of 90 pound rind-less Swiss cheese blocks into Old Wisconsin branded sandwich and 4x6 cuts for national food service and deli distribution. In two years Old Wisconsin branded cheese accounted for over 75% of the plant’s production.

Chicago, Il And Sheyboygan, Wi

Integrated the sales and marketing of Old Wisconsin products with the Carl Buddig national sales, broker and distribution network; executed the roll out of the brand nationally and established products as a retail category leaders. Profitability was attained in the first 60 days as a result of increased sales from new distribution and reduced spoils through effective inventory management. New shelf stable products were developed to capitalize on the non-refrigerated real estate available in specialty departments. Shipper displays and other merchandising aids were designed and employed to capitalize on all promotable events. Sales revenues increased 540% during this period.

Chicago, Il

Reversed the declining sales of Buddig products exported to Canada by establishing key relationships with the major Canadian retailers and restructuring the Canadian distribution network. The incumbent Canadian master distributor’s territory was realigned solely to the Western Canadian provinces, and layers of sub distributors removed. A new Buddig subsidiary, Northbud Distributing, was established and staffed to execute the sales and distribution of product Ontario east. The realigned distribution network provided increased brand focus bringing improved store merchandising, ad activity and profitability. Recruited, hired and trained a Canadian national to oversee future Canadian operations.

Greater Chicago Area

Restored a four state sales territory suffering from declining market share, high sales costs, uncompetitive distributor pricing and low profitability. Created and implemented a three tier program to achieve competitive retail pricing between both the DSD and chain store distribution channels. Margins were realigned through the entire DSD distribution system to achieve the competitive retail price points. Distributor sales efforts were re-prioritized. Profitability increased as a result of increased sales, effective management of promotional funds and a reduction in product spoils. Annual territory revenue growth exceeded 15% annually, which resulted in a promotion to National Sales Manager of Old Wisconsin Sausage (Carl Buddig & Company’s first acquisition).

Master Of Business Administration (Mba), Business Management And Marketing

Bachelor Of Arts (Ba), Fine Arts (Graduating With Honors In Major Field)