Kaz , privately held (family, private equity), grew from $45mm to over $500 million in sales in 11 years (CAGR 26%) through organic growth and acquisition; is now a global marketer of Home Healthcare and Home Comfort appliances sold under a mix of owned and licensed brands (Vicks, Braun, Honeywell).
Vice President - Corporate Business Development, Global Healthcare Marketing 2006-2008
Vice President - Corporate Business Development and U.S. Healthcare Marketing 2005-2006
Vice President, Marketing - Healthcare and Seasonal, U.S. 2000-2005
Director of Marketing, U.S. 1998-2000
Brand and Category Management
- Drove all domestic categories under my direction to leading market share positions in USA, organic growth averaged 12% per year. Lean budgets throughout.
° Built Vicks Humidifiers to +60% retail category share from 28% since 1998; Vicks Vaporizer segment share exceeds 80%.
° Developed Vicks Thermometers from a single sku to 33% share, despite heavy private label presence (1/3 market), through a series of product "firsts" that define today's marketplace.
° Created new SoftHeat brand for Kaz heating pad line-up, resulting in market leadership position of 42%, up from 14% over a 5-year period, tied with Sunbeam for market leadership.
- Initiated and ran numerous brand building programs including effective, measured use of Public Relations, long and short form infomercials, global print advertising, in-store merchandising, original Kaz web site. Drove Kaz' first forays into SEO and SEM.
- Integrated Product Management and Product Development globally.
- Interact continuously with internal sales, set priorities, present to key accounts.
- Chaired cross-functional group of senior managers tasked to reduce product returns 50% over 24 months. My leadership is widely credited for the success of this initiative. Results contributed 21% of 2006/07 EBIT growth.
- Developed several early generations of Kaz forecasting processes and guided Operations to manage flow of goods from Third Party Suppliers and domestic manufacturing.
- Established cross-functional goals and objectives with my staff and leaders of other groups.
- Instrumental in establishment of Kaz New Product Development process.
- Conceived and championed concept of a "Corporate Calendar" to address internal timeline challenges. Led development and implementation teams.
- Developed basis for process Kaz uses to arrive at top-line AOP, foundation for annual financial forecast.
Acquisition, Integration and Business Structure
- Key Due Diligence team member on 12 transactions.
- Acquisition Integrations: Stinger Corporation, Lawn and Garden, 1999 (~$10MM); Honeywell Consumer Products, 2002 (~$250MM); Slant/Fin Humidifiers (asset purchase), 2006; Braun ThermoScan Health & Wellness (~$100MM), 2007.
° Led global integration team for Braun Health & Wellness (Dec 6, 2006 Asset purchase).
° Championed and led Slant/Fin asset purchase. Led due diligence, financial modeling, integration planning and execution.
° Increased sales on Stinger acquisition by 250% over 6 year period despite portfolio streamlining and business unit divestiture.
° Rebuilt and integrated Honeywell marketing department after 2002 acquisition, established product pipeline priority and filled pipeline with product that contributed $25 MM in growth.
- Established internal Creative Services Department in 2003 for annual savings of $650K.
- Led and/or supported 4 reorganizations over 6-year period.
Licensing and Business Relationships
- Global leader of Vicks (Procter & Gamble), Braun (P&G) and Honeywell license relationships, plus numerous technology and other license relationships.
- Leader of Welch Allyn global healthcare partnership.
- Key party in 20 license and intellectual property negotiations; broad, deep knowledge of licensing.
- Transformed Kaz Marketing approach from multi-national to global.
- Developed successful strategy to turn Blood Pressure business around and rebuild Thermometers in Western Europe (EMEA).
- Collaborated with Kaz Asia-Pacific to adapt Western product and programs to local markets.
Data-based Decision Making
Established culture of data in a manufacturing- and trade-oriented company:
- Contracted A.C. Nielsen to develop custom databases for key categories; worked with EMEA team to develop local resources (GFK, IMS).
- Drove use of frequent online and in-person quantitative research for concept validation, rough volumetric calculations and to provide data for conceptual selling presentations.
- Integrated Flu Symptom and Weather tracking to strengthen our category management positions.
- Experience with a wide variety of qualitative research including focus groups, in-home observation, and consumer-driven ideation in USA and Europe.
Product Development and Intellectual Property
- Led all industrial design decision making prior to establishment of internal ID department.
- Manage upstream technology pipeline with Chief Technology Officer.
- Key liaison with external Intellectual Property attorneys, manage all intellectual property globally.