Cliff Clive

Managed the Breville range of luxury small kitchen appliances – the “rock star” of the industry with revenue growth surpassing the balance of the industry by +30 points in 2008.Also managed the declining HWI (housewares) division. Revenues totaled $140M with 165 employees across all functions: finance, marketing, sales, accounting, product development, sourced manufacturing (China, India, Indonesia, Turkey), operations, supply chain, call center and HR.

§ Led Breville to industry-leading double-digit revenue growth in 2008 while the balance of the industry contracted by 9%.Keys to this success included: a strong new TV campaign (beat test norms by 100%+ … see video at http://www.youtube.com/watch?v=2jgPT9BGMmM and http://www.youtube.com/watch?v=Z-LL1aYu7e8.  Case study at www.CliffClive.com); 90% growth in measured PR publicity (appearances on Oprah, Ellen, Today Show, The View, etc.); record merchandising at retailers like Williams-Sonoma and Bed Bath & Beyond; and smart new website functionality built with Avenue A/Razorfish (division of Microsoft) to grow web sales.

§ Improved USA Housewares Division revenue trend from a 25% decline in fiscal 2007 to stability in 2008 by bringing in new premium product lines (Scanpan and Laura Ashley) with gross margins much higher than the existing portfolio.Created & launched the beautiful new Laura Ashley line (150 items).

§ Bold Cost Cuts:Cut headcount by 25%.Cut housewares SKU’s from 1100 to 400 “keepers.” Built profit margin +15% via renegotiation of our Chinese costs and raising prices.Cut USA supply chain costs by $700K via lowering housewares stocks 40%, then sub-leasing the saved space and outsourcing operations to CEVA Logistics.

Managed all functions for the stand-alone PowerBar division in the Americas (revenues: $210M;subordinates: 65 direct, 950 indirect).Key retail partners: Costco; Wal Mart; Whole Foods; supermarkets; and sporting goods retailers.

§Led team to create and launch the “C2 MAX” upgrade giving PowerBar its first-ever superiority claim in the area of athletic performance (“up to 8% improved performance in endurance sports,” a link to an explanation of the science is at http://engage.powerbar.com/ca/NutritionResource/C2Max.aspx).The upgrade also improved taste, and introduced an additional product format (shakes).Achieved with record speed (seven months from concept to shipments).

§ Bold Cost Cuts:Led a major restructuring effort to close the stand-alone office in Berkeley and graft PowerBar into Nestle USA.This cut headcount by 35% and halved office infrastructure costs. Cut manufacturing and warehousing costs by almost 5% by rationalizing 95 SKUs (45%) which represented less than 5% of revenues.

Supervised Roche’s non-prescription (OTC) drug business in the Americas ($545M in revenues, 120 direct employees).This comprised a USA joint venture with Bayer ($315M) and organizations in eight Latin countries ($230M).Was also a member of the Global Leadership team, overseeing the key strategic initiatives of Roche’s $1.3B OTC division.

§ Initiated and led the clinical and regulatory programs to switch Xenical (Rx drug for weight loss) to OTC status.Coordinated FDA negotiations.Led the auction process which sold the OTC rights to GlaxoSmithKline who launched it as “Alli” in 2007.Achieved an exceptional $500M sale price based on world-class modeling of future revenues.

§Spearheaded the turn around of the US Bayer/Roche JV (5 OTC brands including Aleve) from a 10% yearly revenue decline to 41% revenue growth over 4 years while doubling profit margin to twice the industry average, resulting in the tripling of absolute yearly EBITDA.Aleve surged from being the #5 analgesic in the USA to #3 without incremental marketing investment.This was achieved via a brilliant new TV campaign, accelerated new product launches (despite significant manufacturing challenges), and strengthened merchandising at key retailers like Wal-Mart.Successfully managed legal defense against larger, aggressive competitor.

§ Built Latin American revenues at 4X norm (+12% per year vs. 3% industry average) to become the #3 OTC company in the region.Re-applied the USA Aleve marketing model to the Latin Flanax and Apronax brands (video available at http://www.youtube.com/watch?v=wwEmAtqqWnI&feature=channel_page).Combined with new strategies for pricing, distribution, and regulatory approval for higher dosage levels, built those businesses +40% in 2 years.

§ Bold Cost Cuts:Launched plan to save $2M per year and improve service by cutting 35% of SKUs

§ Led major initiatives as a member of the Global Leadership Team, including:

oIntroduced world-class consumer segmentation models that we pioneered with USA Aleve to be used for Roche’s 4 largest product categories globally (analgesics, vitamins, skin care, gastro-intestinal).Resulted in strengthened TV advertising, doctor detailing, and product innovation globally.  Example of strengthened global TV ad available at: http://www.youtube.com/watch?v=cVi6xn8a6lA&feature=channel_page

oOverhauled the Swiss-based global product development organization.Devised and implemented new guidelines for setting priorities, for allocating staffing, and faster procedures for project management.This directly led to an increase in the net present value of the new product pipeline by +30% to +100% (depending on product category).

oCo-led Roche’s divestiture of the Consumer Health Division.Participated in road show presentations and the extensive due diligence process with Private Equity firms (KKR, Blackstone, Carlyle) and industry buyers.After the sale to Bayer for $3.0B, led the integration in the Americas.

Led marketing for Citibank’s third-largest consumer business in the world (bank accounts, mortgages, credit cards, stockbroker services, etc.).Built revenues 51% to $714M and EBIT +66% over three years.Also led two business units as General Manager.These units achieved double the growth rate of the balance of Citibank Argentina.

§ Created an “Infinite ROI” advertising plan as a way to multiply modest advertising budgets:Created a direct-response TV campaign in which third-party salesmen received in-bound calls from consumers to whom they sold mortgages.The third-party salesmen would share their sales commissions with TV stations to pay for all of the media.Since the media was free to Citibank, the ROI for the activity was “infinite.”

§As General Manager of the CitiGold business (banking services for consumers with assets over $1M), built revenues +75% to $36M and EBIT +60% to $28M over 2 years.Conceived and kicked-off the “5X2K Plan” to build our share of the affluent consumer segment 5X by year 2000.Plan included expanding branches 4X and stockbroker staff 6X.Partnered with Cablevision to offer free cable modem video conferencing to CitiGold advisors.

§ As General Manager of the Corporate Employee business, built revenues of this young division by 14X to $19M and built EBIT 7X to $6M over two years.Created a partnership with KPMG to offer a “20% Better Than Free” product bundle which offered companies free Citibank products for all of their employees plus a 20% discount on KPMG’s payroll processing services.This is estimated to have sold 80,000 Citibank products.

Led B2B marketing for an entrepreneurial company ($124M revenues; 450 employees) which offered manufacturers of consumer goods the ability to target customized promotional incentives (the red-bordered coupons that print out with your receipt) to individual consumers in over 10K US supermarkets.Invented an upgrade which improved product performance +25% in test market.Launched a new B2B print advertising campaign featuring retailer endorsements.During tenure revenues grew +18%, market capitalization doubled and Catalina was ranked by BusinessWeek as one of America’s top 100 “Hot Growth Companies.”

Prior to a Euro-reorganization, briefly led Continental Foods, a stand-alone company ($70M revenues, 220 employees).

§Bold Cost Cuts:Conceived, designed and kicked-off a program to build EBITDA from breakeven to $4M.Cut 285 SKUs (55% of total, 3% of revenues) and closed 1 of 3 manufacturing lines to save an estimated $1.2M per year.Reduced staffing by 33 people to save $2.8M annually.

Spend 5 years in USA in Brand Management. Then spent 5 years in Latin America, leading all marketing in P&G Brazil, then 3 years in P&G Malaysia/Singapore where I also had regional marketing responsibilities for the $1B Paper category.

Asia Region Paper Category Marketing Director; Singapore 1993 -1994

Regional marketing director for the $1B Asian paper business.

§ Conceived, sourced and launched a test market of a low-priced version of Pampers diapers on a “skunk works” basis.This built Pampers’ Asian revenues by 40% (+$200M) within 18 months of regional expansion.

Malaysia / Singapore Country Marketing Director; Singapore1991 -1994

§ Led a Marketing department of 30 people to build revenues +70% to $95M in three years by launching/re-launching brands in seven categories behind new channel strategies, ads, PR, pricing.Became #1 in 5 product categories.Built margins by cutting promotional spending by 35%, helping double profits.

Brazil Country Marketing Director; São Paulo, Brazil1989 -1991

§ Pioneered P&G’s entry into Brazil as one of six managers taking charge of a $90M acquisition.Doubled revenues to $180M in three years by leading a re-vamped 25-person Marketing department to launch Pampers and Pantene while re-launching 5 local brands.This was achieved in the face of massive macroeconomic turbulence in which inflation surpassed 20,000% per year.Personally conducted 40 training seminars per year.

§ Forged a world-class 5-year strategic for P&G Brazil plan by working with Michael Porter’s Monitor group.

§ Bold Cost Cuts: Downsized the organization by 1K employees (50%), exited a product category, closed 5 brands.

Puerto Rico Group Marketing Manager; San Juan, Puerto Rico1986 -1989

§ Grew revenues +20% to $50M and EBITDA +400% to $5M via a ROI-based overhaul of all marketing activities.Led a “deep dive” analysis showing that 95% of promotions that had been fielded were money losers.Aggressively dropped the “dogs” and invested in the “stars” to revolutionize the profitability of the business.

§ Created a unique marketing campaign that achieved the world’s largest gain in market share behind the global launch of Ultra Pampers: +22 market share points in 2 months … and 80% of this gain was sustained.

USA Brand Manager / Assistant Brand Manager; Cincinnati, Ohio1981 -1986

§ As Oxydol Brand Manager, beat annual sales target by 10%, reversing eight years of decline. Appointed by A.G. Lafley (P&G’s current CEO) to lead the design and execution of the division’s advertising training program.

§ On Liquid Tide, developed record-setting TV ads for one of P&G’s most successful launches of the 1980’s.On Era Plus, led creation of a new advertising campaign that built business for 20 years (video link at http://www.youtube.com/watch?v=yqE1G5aEEtA&feature=related)