Promoted to provide leadership in B2B/B2C operations, sales, and marketing to combat 11% annual industry declines. Galvanized change in a matrix environment; delivered $17M to topline (40% of company total) and $9M in net revenue. Action driver for innovative collaboration between Apple, Buckeye Broadband Cable, and The Blade that gifted iPads pre-loaded with a 7-day digital edition of the paper to new subscribers of Buckeye high-speed Internet service. Recognized as one of 2015's "Ten Newspapers That Do It Right" by Editor & Publisher Magazine, earning praise for "charging forward with confidence."Devised and executed strategy to transition from print to digital-only delivery, while minimizing consumer revenue losses tied to print subscribers.Took ownership of moving billing and fulfillment operations from outdated to cutting edge automated processes. Directed set up of business rules, vendor integration, the roll-out of customer support, and training.Steered response to shifting regulatory environment that made inbound call center operation unprofitable.

Advanced to maximize revenue and profitability across all channels by optimizing inbound/outbound call center sales and service operations along with customer life-cycle communications for 80k paid subscribers.Staunched declines preprint advertising (circulars) revenue to maintain critical awareness and acquisition channel. Rescued between $300K to $600K in revenue through a data-driven targeted sampling program that increased distribution in high return zip codes.Shaped and led implementation of an innovative multi-channel strategy to reduce promotion costs while maintaining/ increasing conversion. Tapped into the power of e-mail and digital checkout by collaborating with vendors to deliver a more personalized experience, sourced new partners for telemarketing and kiosk sales. Achieved 33% in expenses over two years; 25% reduction in sales commission; 18% increase in e-mail conversion.

Moved up in organization to reduce operating expenses through technological innovation while maintaining union employee relations and cancellation rates.Reallocated budget to more cost-effective channels and in-house operations. Exceeded goal, cutting promotional expenses by over 50%. Built inbound operation from ground zero to a $500K revenue center in twelve months. Grew e-mail to #1 ranked sales channel within 24 months. Earned Six "Best in Category" Awards in the sales/acquisition and retention categories from 2010-2012 by Ohio Circulation Managers Association. Implemented digital pay meter system that monetized content from online properties.

Led sales and daily operations of over 2,400 retail (single copy) locations in three states and seventeen counties. Reduced theft losses by 15% and cut overtime by 97% within one year. Led team of twenty employees and fifty independent contractor wholesalers.

Led sales, distribution, service, and collections within the Retail Trade Zone of northwest Ohio/southeast Michigan's largest daily newspaper. Recruit, contract, and provide logistical support for 50-person team of independent contractors.

Responsible for weekly collection and merchandising at over 200 City Zone retail newsstand accounts. Improved service and receivables.

Oversaw district activity during District Managers' days off in both the City Zone and Retail Trade Zone. Winner of Swing Manager Service Contest, February, 1999.