Download PDF


Senior Management Executive with deep experience and demonstrated success in Business Development, Marketing, General Management, National Accounts, and Operations. Excels in developing strategic plans to accelerate new market opportunities. A proven track record of strong revenue, margin, and profit growth. A hands-on leader who exhibits exceptional success in building and shaping teams with a focus on the goals and objectives. Marketing experience includes oversight for all vertical functions. General Management experience includes oversight for a National Direct Distribution Contract Service business with over $100M in sales. A strategic thinker with excellent leadership, organizational, interpersonal, and change management skills necessary to drive business.

Work experience

Apr 2009Present

General Management Executive

Open to Opportunities

General Management Executive - Open to new opportunities.American Woodmark Corporation, based in Winchester, VA is the largest independent provider of kitchen and bath cabinetry in the US. Tenure, which spanned from 1980 to 2009, covered company start-up, going public, to becoming a world class growth company. Revenue grew from $37M to over $900M. Anchored in the the Timberlake brand from pre-launch and launch in 1990, through evolution and maturity,reaching a peak of $350M in total revenue.

Nov 2005Apr 2009

Vice President - Marketing

Complete Marketing oversight for the Timberlake Brand including strategy, brand image, product development, pricing, marketing agreements, product/service platform positioning, marketing communications collateral, and market research. Reorganized marketing function; built marketing team with collaborative dotted line relationships with product management, market research, marketing communications, and technical marketing.

  • Repositioned the Timberlake brand; reorganized the product line into 3 distinct series differentiated by product features, upgraded all collateral materials to include new messaging/imagery, and introduced multiple new products generating $3M/ new sales. Success of the brand repositioning garnered a President's Award.
  • Established price/policyprocedure for the Direct Channel that led to substantial improvement in pricing and product margins and earned a President's Award. Over time, achieved a 7.5% increase in avg. price realized, 5.5 point improvement in product margins, and 23.2% increase in take/unit.
  • Participated as member of an executive level "New Business Model" team whose actions, over time, led to a profit improvement from breakeven to a 5% after-tax profit for the channel.
  • Drove numerous executive level product/service teams from concept to launch whose success had a sigificant impact on the business plan.
  • Recalibrated customer targeting strategy by refining market segmentation and identifying accounts with higher margin potential. Retrained the sales organization and enabled customer selection that led to a substantial reduction in low margin revenue from 33% to less than 20% of total revenue.
  • Team Leader for cross functional Green Marketing team that developed tactics to more effectively position the Timberlake Brand in the industry's Green Building movement. Integrated Timberlake's Green messsaging in trade advertising and PR, and developed marketing/merchandising collateral support materials.
Jan 2001Nov 2006

VP National Accounts - Timberlake Brand

American Woodmark
Established a National Account Program and Team from scratch. Developed and nurtured strategic relationships at the highest level with major accounts, developed and negotiated National Marketing agreements, fostered collaboration with all key functional areas, aligned company sales strategy to the impact of industry consolidation. * Developed National Account strategy; program grew to 17 accounts and 80% of total channel revenue. * Established National Account relationships with the nation's top builders that enabled sales growth from $59M to $202M; developed and cemented relationships with senior management. * Sold the NVR account after a 15 year hiatus. Acquired 100% of NV Homes' business which has since become AWC's largest builder account. Achieved 1st year sales volume of $6M * Developed and won several complex Major Account RFP's; NVR, Centex, TOUSA, Richmond American, et al. Increased market share and total volume with all National Accounts; tripled volume with CTX, and doubled volumes with DRH, NVR, TOUSA, RYL, et al. * Enlisted the use of a research firm to undertake a 1st-of-its-kind proprietary survey to benchmark the Supply Chain Management (SCM) practices of America's largest homebuilders. Worked with the firm from concept through commercialization to position Timberlake as an industry leader in SCM. This approach opened doors to new strategic account relationships and strengthened relationships with existing accounts.

Director of Sales/Marketing/Operations - Direct Builder Channel

American Woodmark
Oversight for National multi-branch direct distribution contract service centers including P & L responsibility. Established the sales/marketing strategy, developed relationships with strategic accounts, inspired continuous improvement of operational processes and transactional quality. * Provided a high level of turnkey contract services including jobsite delivery, design/quote, field ops, installation, counter tops, contracts administration, customer service, and warranty. Repositioned the service platform to customers under the nationally recognized trademark "Diamond Service". * Set up marketing structure for sales channel - Pricing, Product, Promotions, Service Platform. Recruited, hired, and trained channel marketing manager. * Rapidly expanded geographic coverage. Created from scratch 3 new direct service centers in new markets. Generated $23M first year new business revenue. Business doubled in 3 years to $100M, while expanding operating markets 3 to 6. Garnered President's Award for establishing the Northeast Builder center as a model for future expansion. * Established 3 new Builder Service Centers in new markets from scratch that led President's Award for "Establishing the Northeast Builder Center." as model for future expansion. These three builder service centers were unique entrepreneurial undertakings that established new strategic accounts and revenue. All 3 Builder centers have grown into mature key operations today.

National Sales/Operations Mgr. - Builder, Distributor, OEM channels in US and Canada

American Woodmark
Directed all Sales and Operational activities for the professional markets channel defined as all Distributor, Dealer, Builder Direct, and OEM (manufactured housing) sales. * Applying sigificant reengineering, transition, restructuring skills, undertook an intense, but successful turnaround of an underperforming Direct Channel business. > Closed non-performing direct service centers by successfully transitioning operations and revenue to distributors, sigificantly reducing overhead structure. > Transitioned the service platform from ship-from-inventory to a new JIT build-to-order system, eliminating the need to carry finished goods inventory. Reegineered the order/deliver/install process. Retrained Sales and Ops and reset customer expectations to adapt to the new system. > Reorganized the sales channel. Reduced overhead costs by consolidating the East-West management structure under a new National Structure. * Established new accountabilties including a P & L to track financial performance and a scorecard to track operational performance. * Substantially improved performance of builder services, generating outstanding results. Turned a losing business completely around and the Direct channel, along with Home Centers, became a key strategic part of the company. For this sigificant achievement, was awarded a President's Award.

Director of Training - Sales & Marketing

American Woodmark
* Created and implemented from scratch a comprehensive national training program for all Sales and Marketing personnel that sigificantly enhanced sales excellence. Faciliated numerous structured training courses that enhanced the skills and knowledge of the entire sales and marketing organization. * Courses included training in Product, Design Skills -Basic/Advanced/CAD, Time/Territory Management, Selling Skills, and Quality Standards. Most of the training courses put in place endure today. Two Courses, "Sales Excellence", and "Corporate Orientation" earned President's Awards.

Regional Sales Mgr. - NE, Mid-Atl, Midwest

American Woodmark
* Directed all sales activities for the Distributor and Dealer business, including recruiting, selection, hiring, orientation, training, coaching, appraising, developing, and counseling for all sales and sales management personnel. Maintained oversight of $40M in sales.

District Sales Manager

American Woodmark
Mid-Atlantic (1986-1988); Northern California (1984-1986); Pacific Northwest (1982-1983); Midwest (1981); Southeast (1980). * Each of the 5 positions was heavily weighted to Business Development. * Led and motivated sales teams in each of 5 districts run, building new builder direct and distributor based businesses, exceeding sales budgets and prior year growth year over year. * Developed a new Builder Direct program in California, that was successful in creating demand for a new west coast plant.




Wilkes University
Attended MBA school in the evenings for 5 consecutive semesters while working full time. Achieved a 3.40 GPA


Franklin & Marshall College