A significant amount of client work has focused on turnaround opportunities within their marketing and merchandising functions – such as revitalization of the existing brand through re-positioning of the brand message, significant improvements to measurement tracking (revenue attribution models) relative to the return on marketing dollars spent, customer contact optimization across multi-channel programs, and the transitioning from a offline marketing strategy to a more robust & efficient mix of offline & online programs - yielding a more efficient marketing spend across channels• Marketing consultant to Fortune 1000 companies – 1800flowers, Abercrombie & Fitch, Baupost Group, Bed Bath & Beyond, Best Buy, Blackstone Group, Boden USA, Boston Proper, Chadwick's of Boston, Conde Nast Publications, Cornerstone Brands, Crutchfield (acting SVP Marketing), Dell, Fidelity Investments, FifthThird Bank, Golden Gate Capital, Hewlett-Packard, J. Crew, JCPenny, Levenger, Lillian Vernon, Lowe's, Macy's, Mustang Group, National, Office Depot, Peruvian Connection, Plow & Hearth, Rapp Collins Worldwide, REI, Ripplewood Holdings, Saks 5th Ave, Staples, SunTrust, TPG Capital, Vermont Teddy Bear (acting President), West Marine, & Zelnick Media• Consulting insight across marketing for B2C & B2B companies – including market research, new product launches, brand management/development, market segmentation, integrated marketing, multi-channel optimization, e-commerce development, SEM/SEO optimization, affiliate, social media & mobile marketing development, CRM development/implementation, customer acquisition strategies, regression modeling development/implementation, ROI implementation, LTV development across multi-channel programs, continuity programs, integrated marcom, creative workflow, promotional offer testing/incremental impact analysis, marketing operations/RFP's, SaaS & PaaS, merchandise product group/item level exposure planning, & price elasticity models

Camping World was a complete turnaround: Significant work on brand messaging by re-positioning the value proposition away from a discount strategy to a one stop shopping experience. The development of an omni-channel marketing messaging approach across the marketing channels (retail, catalog, and online). A complete overhaul of the measurement tracking system (revenue attribution models) in order to achieve a better balance with respect to the marketing investment (both online and offline) relative to gross margin dollars per order/customer. Development of a more efficient customer contact strategy across a multi-channel marketing model, and the transitioning from a offline marketing and merchandising strategy towards a more robust and efficient mix of online and offline programs. Responsibilities and successes were as follows: • Directed the integrated marketing strategy, development, and execution of all marketing retention and acquisition communications for Camping World’s retail, catalog and internet divisions – over $350 million in annual sales • Successfully managed the development build out and implementation of the corporate marketing and merchandising database and front-end user interface • Increased same store retail sales revenue by over 10 percent within the first nine-month period – increasing net operating income by 30% or $8 million • Grew online sales mix by over 60% percent, from 12 to 20 percent of total company revenues • Responsible for all market segmentation, database modeling, LTV, and market research initiatives • Management oversight of the company’s private label loyalty credit card program – increasing card membership penetration rate 75% (from 8% to 14%) by expanding card benefits via partnerships • Successfully built a world-class marketing department, providing a motivating environment for a staff of seventy-eight marketing and retail resource center professionals

Interland involved a significant amount of merger and acquisition work integrating the marketing and merchandising strategies and product offerings from newly acquired companies. In addition, a significant amount of work was completed around brand messaging by migrating away from a very complex selling proposition model to a much more simpler model of good, better, best as well as re-positioning the value proposition away from that of a discounter to a one of a turnkey customer solution (web-site design, development and hosting) all in one easy to understand product bundle. Finally a complete overhaul was completed on the measurement tracking system to achieve a better balance between the marketing investment, online and offline, relative to the reoccurring gross margin dollars over the customer’s life time. Responsibilities and successes were as follows: Management of all multi-channel marketing efforts across all retention and acquisition programs (online and offline) – increasing monthly recurring hosting revenue by 30 percent• Oversight of all catalog/direct mail creative development, e-commerce website development, and marketing operations • LTV implementation across a multi-channel marketing programs • Responsible for the management and development of the corporate value proposition and product merchandising strategy • Directed all loyalty efforts resulting in a 25 percent drop in customer attrition rates • Marketing executive team lead for merger and acquisitions activity related to marketing/sales • Management of annual integrated marketing budget of $12 million – reducing marketing expense 30% in 2001 and 40% in 2002 through segmentation and vendor partner negotiations • Provided a motivating environment for a staff of eighteen professionals

eCustomers, Inc. was my first leap into an online, stage one, start-up. Much of my focus and energy went into re-defining the brand message around an enterprise model away from a client based installed solution. Migrated from a very complex and long selling cycle proposition model to a much more simplified customer enterprise model solution, with an easy to use customer user interface portal, increased sales leads “the pipeline” significantly (30%). A complete overhaul of the sales measurement tracking system, including the installation and rollout of salesforce.com, in order to better track and monitor sales representative’s leads and conversions – therefore achieving a better balance with respect to the marketing investment (both online and offline) relative to the reoccurring gross margin dollars realized per customer. Development/implementation of a more efficient prospect contact strategy across a multi-channel marketing model (online, direct mail, advertising, trade shows, & sales calls). Responsibilities and successes were as follows: • Directed the development/execution of the integrated retention and acquisition marketing communication strategy for all online and offline activities • Development/implementation of eCustomer's corporate website • Oversight for the sales operations/telecommunications group • Managed the corporate value proposition & product merchandising strategy for all merchant & partner programs • Oversight of all market segmentation, database modeling, creative development, operations, public relations, & distribution for all marketing activities • Directed annual marketing and telemarketing budget of $3 million, reducing marketing expense by 35 percent in 2001 through segmentation, realignment of marketing spend, and vendor partner negotiations • Provided a motivating environment for a staff of six professionals

Dell Home Systems (DHS) was a complete growth play as well as a complete overhaul of DHS’s brand messaging (e.g. their first consumer catalog focused completely on a “Leasing message” to consumers). I re-positioned the value proposition away from a complex leasing strategy towards a strategy, driven by market research, that was more a customer centric marketing message, a “Dell for Me”, with a simplified good, better, and best product strategy behind it. This message was carried across all marketing channels (advertising, TV, catalog, online, email, affiliates) incorporating a simplified URL as well: www.Dell4Me.com. Finally, a complete overhaul of DHS’s measurement tracking system was completed – developing and implementing revenue attribution, response, and AOV regression models within the direct channel to improve customer response rates and AOV. Responsibilities and successes were as follows: Directed the strategy, development and execution of all direct marketing retention and acquisition communications for Dell Home Systems direct marketing division - $2.1 billion in annual sales • Increased annual revenue by 550% in 24 months - increased online sales mix by 206% • Project lead for the integrated marketing efforts (look and feel) for use across all channels working with the individual vendor agencies • Managed market segmentation, research, & database modeling initiatives • Managed annual communication budget of $100+ million • Managed all aspects of creative development, operations & distribution for annual catalog/direct mail (260+ million) & email program (8.7 million) • Project manager for the development/implementation of DHS's customer marketing database with Merkle • Developed and motivated a staff of 24 professionals

A significant part of my time, at L.L. Bean, was spent managing the domestic customer and prospect circulation side of the business - growing it responsibly and profitably (steady eddy so to speak). I lead the marketing growth strategies of two completely new business units - L. L. Kids and L.L. Bean Japan. Major accomplishments on the domestic side: migrating from an RFM customer model to a regression modeling approach – increasing productivity by 15%. Developed a merchandising/marketing reporting platform that determined the R.O.I. at the product item level, within a given catalog. Responsibilities and successes were as follows: Senior Manager, International Marketing • Directed the development of all loyalty marketing programs • Improved customer retention rates over 5 basis points • Managed L.L. Bean’s vendor-partner relations in Japan • Provided a motivating environment for a staff of five professionals in a volatile business environment Senior Manager, Men’s/Women’s & Children’s Business Group • Directed the development, implementation and review of direct marketing programs for L.L. Bean’s $480 million Men’s & Women's Joint business groups • Developed the direct marketing strategy behind the launch of L.L. Bean’s new “L.L. Kid’s” unit – within 18 months it was the company’s second most productive business unit • Managed and developed a staff of 5 professionals Manager, Catalog Circulation Planning Group• Developed and implemented all domestic catalog marketing plans and results for L.L. Bean’s $70 million domestic marketing budget with an annual circulation of 180 million • Managed customer-supplier relations among the company’s Forecasting, Inventory and Customer Service areas