Todd Schrader Email & Phone Number

Gainesville, FL, US

It is privilege to work on the Equinoxe Brand of Shoulder Arthroplasty Products. Team Equinoxe is fully committed to Product Innovation, Medical Education and providing our Surgeons with all the tools and resources to drive better patient outcomes. To date, the Equinoxe Shoulder Arthroplasty system has been implanted 150,000 times and over 47% of our cases.

Kalamazoo, MI, US

• This is truly one of the most incredible opportunities I’ve had in my career. Our mission is to help our customers rebuild lives after patients suffer from orthopedic trauma. It has been a privilege to work alongside.
• Discovering new products and bringing them into the market from inception through commercialization.
• Providing our selling organization with the tools they need to outpace the market and take share
• Driving customer intimacy in close coordination with KOLs, surgeon advisory boards/panels, sales, finance, R&D, communications and medical education teams. Planning and executing multi-channel communications programs.

Valhalla, New York, US

• Fuji was a great opportunity for me to put my stamp on an organization and take the lead in bringing consumer products to the market. I was promoted to lead the division which included operational responsibility for.
• Shifted supply chain group from shared service to a dedicated team within the business unit. Changed factory orders from monthly to weekly cadence resulting in reduced lead times.
• Separated communications team from a shared service leading to dramatically improved creative executions. Consolidated product management and training group to a single integrated team.
• While I was in this position, the team improved our share of digital cameras by 24%, improved bottom line profit by $14M, reduced headcount by 18%, and reduced inventory months of supply by 40%. $300M in revenue.

Valhalla, New York, US

• In this role, I managed a talented team of 24 employees. Direct reports were the VP National Accounts and VP Regional Accounts. We implemented account-specific P&L reviews ensuring focus on the most profitable.
• Overall sales revenues grew 26% vs. prior year, which was 3X industry growth. At the same time, our average selling price increased by 2% (compared to an overall industry decline of 12%).
• Increased the number of retail outlets carrying our products by 97%.

Ramsey, NJ, US

• I was promoted to this position after we created a new, high-performing marketing team for the division. I led all sales and marketing operations for a $240M Photo Imaging product line, including digital cameras, photo.
• Lessened sales headcount from 76 to 58 by shifting to National & Regional Accounts Structure.
• Exceeded top-line sales vs. budget reversing a 3-year trend.
• Reduced closeout inventory by 71% and improved gross profit by 28%.

Ramsey, NJ, US

I started my career at Konica Minolta just after Konica acquired the iconic Minolta camera brand. My focus was to reorganize two disparate marketing departments into one cohesive unit, post-merger. We built new processes from the ground up including inventory management, marketing communications, and metrics-based product allocations. We rewrote job.

San Diego - US | Tokyo - JP, US

Sony was and still is an iconic brand and a great company. I was recruited into Sony to lead their portable audio division. Much of what I learned about branding, leadership and finance was taught to me by their leaders. Ultimately, I was promoted to the role of VP of Strategic Marketing. My responsibility was to oversee all marketing activities for a.

Bs, Business Administration

Global Leadership Program - Stryker