Director level marketing professional with over 10 years of progressive advancement in industrial and consumer marketing. Demonstrates a proven record of success in leading marketing strategy execution and managing multiple projects aligned to business objectives. An accountable quick learner with the experience and ability to hit the ground running.
Aug 2010 - Present
Director of Marketing
Reporting to the Executive Vice President with dotted line to the President. Responsible for the overall marketing strategy and outbound activities of a multi-million dollar security product and service provider. With a budget of $400K and a staff of four, developed and implemented tactical plans that brought order and direction to the marketing organization and increased brand awareness.
§Responsible for the generation of all marketing outputs including: divisional identification collateral, sales readiness tools, press releases, website development/search engine optimization, tradeshows, and multi-media.
§In 3 months time established new division ID and brand standards based on customer research; leveraged the new look and feel by increasing outbound marketing activities tied to strategic vertical markets and events.
§Recruited and cultivated a Business Development team to aid sales efforts, promote the organization in industry segments, and assist clients in the development of site specified products.
§Utilized process based management tools to map out, complete, and communicate budgets and plans.
Mar 2010 - Aug 2010
Vertical Market Manager
Reporting to the Global Product Line Manager. Responsible for identifying, developing, and initiating key vertical marketing campaigns. Additionally responsible for P&L for mining product lines including: Quic-Lok™, Limberoller® and Ovals & Rounds; as well as legacy product lines including: ECC, Pendants, Twist Lock, and Press Safety.
§ Implemented strategic marketing standard work to define target markets based on organizational fit and attractiveness, communicating results to leadership with suggestions on markets to address.
§Defined Goal Development Plan (GDP) objectives and Key Performance Indicators (KPIs) to ensure launch success, including product mix, robust sales readiness program, channel definition/sales strategy, market pricing, and New Product Development (NPD) to fill Innovations funnel.
§ Accountable for Mining, Wind Energy, and Industrial Automation vertical marketing initiatives with $50K budget with goal of $3M incremental revenue for 2010.
Oct 2007 - Mar 2010
Product Line Manager
Reporting to the Global Product Line Manager. P&L responsibility for Cooper’s Industrial Automation product lines including: Miniature™, Micro-miniature, Network Products, SoftPower®, and Molded Mil-D-5015 connectors used in factory automation, industrial communications and robotics applications. Developed and executed tactical plans that resulted in share and EBIT growth in down economy.
§ Utilized VOS/VOC to spearhead a comprehensive literature and website update
to support sales efforts and help shorten sales cycle; launching two new catalogs,
CI Advantage sales tool, and multiple brochures in 2009.
§Lead strategic product manufacturing move to the Nogales, Mexico facility
resulting in 23% margin growth. Further expanded product line growth via SKU
rationalization and NPD opportunities through toll-gate process to redefine product
§Managed regulatory and third party listing activities to ensure products are within
§Responsible for organizational marketing strategy shift from product specific to
segment specific marketing campaigns and initiatives.
Oct 2006 - Oct 2007
Reporting to the Director of Innovations. Responsible for Shell’s innovations in the retail performance chemical category, resulting in $3 million in first year sales success. Developed and executed brand line extensions primarily for: Gumout™, Fix-A-Flat™, Slick 50™, and Shell V-Power™.
§ Identified various 2008 and 2009 new product potentials, coordinated consumer
testing, and communicated “best” concepts to brand and leadership team to begin
the toll-gate process.
§ Assembled and lead multiple cross-functional teams from product ideation through
development to deliver industry leading innovations and product platforms.
§ Working through an NPD toll-gate process, created a robust pipeline of new
product and packaging ideas with a 40% margin expectation by outsourcing to low
§ Worked with Brand Managers to develop sales training, POS sell sheets, and
Plan-O-Grams for major accounts.
Dec 2004 - Oct 2006
Market Development Manager
Reporting to the Director of Market Development. Responsible for the marketing efforts of TI’s graphing calculator division through retailers and educational distributors. Developed and executed marketing plans and initiatives aligned to business objectives with an annual budget of $1.2 million. Accountable for printed literature and marketing materials including direct mail, website content, tradeshow graphics, PR, and company communications.
§ Led the creation and implementation of a major national marketing campaign that
involved the conception and execution of targeted print and collateral pieces, the
trade show style customer event, and marketing surveys/follow-up activities
resulting in an increase of 5,000 hands-on customer interactions.
§ Ensured alignment of national marketing activities with sales team and big-box
promotions resulting in a 50% repeat purchase metric.
§Management of cross functional teams that included public relations, creative
agencies, office of educational policy, and product development.
§Implemented return on investment measurement into all marketing campaign
activities resulting in a better understanding of successful marketing initiatives,
promoting continuous improvement, and $500 million in annual sales revenue.
Jan 2000 - Dec 2004
Reporting to the Marketing Director. Responsible for establishing strategic brand growth through market analysis, new product development and introduction, and direct mail awareness campaigns in a manufacturing environment that included a comprehensive product mix.
§ Led the overall marketing direction through a network of domestic and worldwide
distributors, including the development of an entrance strategy for European
Community and Asia-Pacific Rim, resulting in an 18% increase in revenue.
§Conducted dealer seminars and organized tradeshow offerings to educate dealer
sales teams on product attributes, technological advances, and consequential
increased profit margin advantage.
§Redefined the branding message, implemented electronic based CD-ROM
product catalog and advertising material, and worked with the IT team to define E-
Commerce methodology including: web-site development, firewall protection,
criteria definition, on-line ordering, graphic design, and statistical analysis
§Negotiated all purchasing agreements and exclusivity contracts for international
and domestic dealers.
Sep 1997 - Jan 2000
Reporting to Director of Operations. Responsible for providing production leadership, inventory management, marketing and engineering support, and human resource development.
§Worked from corporate strategic objectives and goals to initiate, develop,
implement and improve core business and manufacturing processes resulting in a
13% increase in profit from operations.
§Accountable for plant-wide leadership of approximately 200 full time salaried and
§Communicated weekly/monthly meetings: presenting P&L results, reinforcing
strategic objectives, quality metrics, performance to forecast, and overall efficiency
of the manufacturing process.
May 1994 - Sep 1997
Reporting to the Production Superintendent. Responsible for providing production leadership and human resource development, within a union environment, for a Tier 1 automotive supplier.
§ Refined workload scheduling to maximize productivity and minimize resource
§Led teams of 32 full time manufacturing associates to meet production goals.
§Designed and implemented a standard work instruction program for machine
change out, increasing productivity and the amount of quality parts produced. The
procedure was implemented plant wide resulting in meeting the goal of 30%
facility waste reduction.