Barry Clodfelter

Barry Clodfelter

Summary

Consistently strong executive management performance in a twenty-plus year consumer products career, complemented by successes and new learning in more recent entrepreneurial ventures.

Experience Overview

Company Size: $10 Billion Plus to Less Than $10 Million

Company Business Status: Established growth companies, turnarounds and start-ups

Product Categories: General Merchandise, Oral Care, Small Domestic Appliances

Trade Channels: Mass, Drug Chain, Grocery, DIY, Electronics, Department Stores

Geographic Areas: North America, Europe, Pacific Rim, and Latin America

Functions: Sales, Consumer & Trade Marketing, General Management, Category Management

Work History

Work History
Jun 2005 - Present

Partner

2Talents Venture Management, LLC

Private Equity company focused on Northern Colorado companies. Competitive point of differentiation based on offering initial and ongoing cross-functional, management consulting in addition to capital structure planning and funds acquisition.

  • Identified and led the most successful and profitable project in the company portfolio.
May 2009 - Present

Partner

Fast Forward Solutions, LLC

Management consulting firm for  small to medium sized companies. Work with companies at all stages of the development curve, but emphasis on start-up and turn around projects.

Tattered Angels Inc. (Extended Consulting Engagement)                                                  April 2009 - June 2010

Engaged as acting Chief Operating Officer to achieve a turnaround of a failing business in the scrap booking supply segment in the face of significant declines in sales, profitability and cash flow. 

  • Reversed negative sales trend to positive growth by  renewing customer confidence,  reestablishing distribution in lost accounts, gaining new distribution and introducing new products.
  • Improved customer service levels from 60% to 95% (On-Time and Full Shipments) by eliminating slow moving and obsolete inventory and reinvesting in fast moving SKUs.
  • Increased liquid working capital and improved cash flow.
  • Expanded product offering into new consumer and retail segments, including big box chains.
  • Improved order-to-cash process to decrease order turnaround. Improved inventory turnover from 3 to 7.5 annually.       
Jun 2006 - May 2011

Owner & VP Business Development

SimplySOLD® Peak Real Estate, LLC

Contributed capital and strategic business development activity to the start-up of a residential real estate company with a strong emphasis on leveraging technology for marketing, productivity and business performance measurement.

  • Grew to become the largest real estate company in Windsor area within 2-years, in both agent count and sales value.
Aug 2005 - Dec 2007

CEO/Founder

Instapure Brands, Inc.

Initiated and led the acquisition of intellectual property and manufacturing assets of the global Water Filtration business from Water PIK. Responsible for negotiating purchase, raising private equity funding and bringing transaction to close. Upon incorporation, hired a management team to create and manage a virtual company with an outsourcing strategy including; off-shore manufacturing, global inbound and outbound logistics, information technology and human resources.

  • Maintained 100% of global distribution, and regained several lost customers,  through transition from Waterpik to Instapure.
  • Stabilized the business and grew first half revenue by 32%, 21% ahead of plan..
  • Improved working capital leverage by reducing inventory over 40%, through SKU rationalization and liquidating slow moving and obsolete inventory. 
  • Dramatically improved customer service levels with a totally new supply chain strategy,  better forecasting and modified procurement processes.
  • Enhanced gross margins through market and product rationalizations, and introduction of new, higher margin products.
  • Completed implementation of Pacific Rim contract manufacturing.
  • Established global, third party supply chain to outsource; inbound freight, pick, pack and ship and outbound freight.
Jun 2001 - Aug 2004

Director, International Sales & Marketing

Waterpik, Inc.

ecruited to turnaround an international division suffering from chronic declines in sales and profitability. Product lines included Oral Care, Massaging Shower Heads and Water Filtration. Responsible for country/channel and key account strategy. Responsible for new product development, product portfolio management, global pricing, public relations and advertising,

  • Developed and implemented new route-to-market and supply chain strategy in order to reduce cost-to-market from an average of 37% to an average of 14%, so products could  be competitively priced.
  • Grew revenue by 57% by gaining new mass retail distribution in 23 major chains across Europe, Asia and Latin America.
  • Improved gross margins through market and product rationalization and introduction of higher margin products.
Jan 1999 - Sep 2001

Director, Category Management, Europe

The Gillette Company, Inc

Promoted to create European Category Management and Trade Marketing functions during the consolidation of five Gillette divisions into one, $3-billion division.  Products managed included shaving/personal care, batteries and small domestic appliances. Managed 6 direct reports at European headquarters and 70 indirect reports across 23 countries.

  • Developed and implemented fact-based selling and Category Management training.
  • Improved New Product Launch results by enhanced account planning and launch metrics.
  • Created consumer and category-based sales presentation platforms for all key product lines.
Jan 1998 - Dec 1998

Director ,Business Development, Europe

The Gillette Company

Promoted to restructure and centralize sales and marketing functions within the $650-million Duracell Europe from 14 individual countries.  Functional areas managed included; consumer and trade promotions, permanent and temporary displays, POS materials, consumer research, Category Management, and Trade Marketing.  Managed 7 direct reports in European headquarters and 55 indirect reports in individual countries through a matrix organization structure.

  • Successfully centralized all functions. Reduced display range from 350 to 80 with 17% cost reduction. Improved promotional program lead-time from 3-months to 9-months.
  • Lead cross-functional team to increase sales 17% &  profits 21% in number one European customer.   
Mar 1996 - Dec 1998

Director, Category Management

Duracell, Inc.

Promoted to plan, staff, and lead a new category management department.  Directed a staff of 15, including a sales analysis group and category managers responsible for leading cross-functional account teams.  Significant personal involvement in meetings with senior management in top customers.

  • Top 15 Customer Gains: Total Category Space+5%, Duracell Share/Shelf +11%, and Duracell Listings +9%.
  • Created central Business Information Department to maximize company-wide leverage of information resources.
1995 - 1996

National Accounts Trade Marketing Manager

Duracell, Inc.

Promoted to drive sales growth while improving Promotional ROI and customer planning process within the $700-million National Accounts group.  Controlled a $55-million budget.  Structured and negotiated strategic alliances with other large manufacturers to develop co-promotion and display programs. Instrumental in account planning and presentations for Wal-Mart, Kmart, Target, American Drug, Walgreen’s, CVS, Home Depot, and Sam’s Club.

  • Developed and implemented new National Accounts annual planning process for to improve effectiveness.
  • Drove a 19% improvement in promotional ROI through improved analysis and revised strategy.
1993 - 1994

Southeast District Sales Manager

Responsible for sales to all classes of trade from North Carolina to Florida. Managed $55M in sales through one Area Manager (10 direct reports) and three grocery brokers. Personally managed Lowe's at a headquarters level.

  • Exceeded sales plan both years in position.
  • Grew Lowe's purchase volume by 42%.
1990 - 1991

National Sales Training Manager

Responsible for development and implementation of training programs on a national level for a sales organization of over 100 individuals.

  • Created, developed and implemented a new, core training program that emphasized consultative and fact-based selling as well as capabilities based competition.
1981 - 1989

Prior Positions of Increasing Responsibility

S.E. Area Sales Manager, Atlanta, GA($32M Sales/10 Direct Reports)87 to 89

Region Sales Trainer, Southbury, CT86 

Territory Manager, Philadelphia, PA82 to 85

Sales Representative, Washington, DC81 to 82

Education

Education
1976 - 1981

Bachelors

Virginia Polytechnic Institute & State University

Skills

Skills

Customer Management

Problem Solving

Key to successful problem solving often lies in devoting sufficient time and resources to proper problem identification and definition.