Senior Marketing Executive / CMO / General Manager

An accomplished professional with repeated success in small fast-growth businesses as well as high-pressure turnaround situations.  Broad capabilities with ability to lead to results across functions, cultures and geographies in a variety of company sizes.  Proven ability to deliver market share gains leading to sustained top- and bottom-line growth in lean organizations.  Solid background in new product development, creation of new brands and reinvigoration of established brands.  Skilled at penetrating critical issues and developing solutions.  Promote and uphold high standards and ethics. 

Expertise includes:

  • Business Development
  • Product Development
  • Process Development
  • Mergers & Acquisitions
  • Branding
  • Consumer Research
  • Licensing
  • Packaging
  • Forecasting

Work History

Work History

Department Manager


Analyzed branch sales and achieved central buying office agreement to focus on local ethnic demand.  Result was 38% annual sales increase to $1.8 million. 

•Executive Training Program:  Comprehensively trained in retail management and operations

1998 - Present

Vice President, Corporate Business Development and Global Healthcare Marketing

KAZ, Incorporated

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.

Cross-Functional Leadership

  • 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.

Process Development

  • 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.

Global Marketing

  • 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.
1996 - 1998

Director of Marketing, Men's Shavers

Remington Products Company, L.L.C.

$110MM manufacturer of shavers and personal care products. Had recently been acquired by Vestar Capital Partners (private equity) as a turnaround.

$62 million, 25% share category including global product development responsibility, high involvement in all creative and media strategies with $8 million media budget.  Interfaced with all areas of business, as well as key customers.

  • Led the redesign of two core Shaver lines accounting for 65% of category, resulting in 13% market share growth and 20% sales and profit growth over next two years.

°    Repositioned three slow-moving shaver SKUs for over $5 million of incremental volume.

  • Selected by CEO to lead company-wide corporate brand identity research and discussions. Combined in-house and external qualitative with follow-up quantitative research. Results:

°    Re-established "MicroScreen" sub-brand as well as "Remington's Money-Back Guarantee."

°    Global logo where previously localized; strategic alignment of brand identity of men's and women's products.

  • Initiated several global standardization projects resulting in over $750,000 in annual savings.
1995 - 1996

Vice President, Marketing


$55 million public manufacturer of Humidifiers and Air Purifiers. Sold to Rival Corp. Kansas City, MO 1996

Led U.S. marketing effort in turnaround of Montreal-based manufacturer and marketer of premium seasonal products.   $40 million domestic sales, 15% market share.

  • Used internal resources to refine brand strategy and used new strategy to aggressively drive SKU reduction, new product development and public relations initiatives.
  • Reduced SKU count by 45%, eliminating non-performing and off-strategy products.
  • Made all key new business presentations.  New business represented a 20% sales increase versus prior year.
1992 - 1995

Marketing Manager, New Products

CUISINART, division of Conair Corporation

Gourmet kitchen products marketer with annual revenue of $70 million.  Had been recently acquired from bankruptcy with limited product portfolio.

Led all aspects of product development process: studied market opportunities and trends; set category entry prioritization; developed marketing plans, financial analyses; managed engineering and design process; met with retail customers on a regular basis. Revenue growth from new products 17% per year.

•Defined and achieved internal consensus on core brand equities of overall product quality and functional differentiation and used this to drive product development.

•Worked with design consultants to create a refreshed visual identity consistent with brand heritage; received awards from I.D. Magazine and the Industrial Design Society of America.

•Focused marketing effort on core franchises, and entered new categories with new  pricing strategy

•Used colors to redefine inexpensive product as impulse purchase for 18% unit sales growth in flat category.  Launched “Chrome” initiative with Williams-Sonoma.

1991 - 1992

Assistant Product Manager and Manager, Special Accounts


Launched two new product lines for $4.7 million in growth on $10.9 million base.

1987 - 1989

Assistant Branch Manager

Increased deposits 3.5% in face of flat corporate growth, reduced employee turnover on 17 employees from 117% to 16%.


1989 - 1991


Hermes Society - Student Ambassadors of Admissions Office; Vice President, International Business Society; Co-captain, Rugby Football Club; Business School Follies.

1982 - 1986


President, Economics Club; Tutor, Department of Economics;  Pi Kappa Alpha Fraternity; Rugby Club.