Jeffrey Werner


Jeffrey P. Werner

E-mail: werner.jeffreyp@gmail.comHome: (336) 282-1046

Cell: (425) 530-8481

Senior Management Executive

Building Businesses & Brands

Driving Revenue Growth•Improving Market Share•Increasing Profitability

Private Equity & Family Held Companies•Fortune 500 Corporations•MBA, International Business


Vision, Strategy & Execution•P&L Responsibility•International & General Management

Turnaround & Restructuring•Mergers & Acquisitions

Team Building & Leadership

Action-oriented and results-driven executive with a career distinguished by a proven record of achievement in delivering strong financial results. Offer a well-rounded, balanced skill set that includes creativity, an ability to envision new business opportunities, proven leadership talent, and the financial understanding on how to generate profit. Twenty two years of international experience working and traveling throughout Asia, Western Europe, Latin America, and Mexico. Catalyst for positive change and fostering winning team environments through hiring top-caliber individuals and exhibiting a competitive nature, a tireless work ethic, and uncompromising integrity. Entrepreneurial spirit and driven to build, produce, and succeed.Career highlights:

•Achieved 4 straight years of record sales and profits as one of five executives leading a $1.1 billion division of Newell Rubbermaid, becoming the corporations most profitable division with a 22% operating income standard. Successfully integrated a $450 million acquisition into our core business.

•Turned Senator USA to profitability after three consecutive years of financial losses. Created a winning culture, grew sales by 23%, and increased operating profit by 79% in the first 18 months.

• Generated positive EBITDA results for each CYRK global location within 6 months, while restructuring a global team, outsourcing inefficient manufacturing operations and exiting non-core businesses.

Work History

Work History

Dec 2003 - Jul 2007

President & CEO


Championed the turnaround of the U.S. subsidiary of Senator Worldwide, the leading manufacturer of custom imprinted writing instruments in Europe and sold via distributors in the promotional products/ad specialty industry. Held senior management responsibility for all aspects of the business, including, manufacturing, sourcing, logistics, distribution, marketing, sales, HR, IT, and finance. Accountable for the overall profitability of the U.S. Oversaw 100 employees.

•Turned the division around and brought it to profitability after three consecutive years of financial

     losses. Grew sales by 23%, increased operating profit by 79%, and secured over 400 new accounts

over an 18-month period.

•Reversed two-year negative sales trend of the top two accounts (Pfizer and Forest Labs) while increasing margins by 6 points.

•Accelerated sales and improved productivity, service levels, and professionalism by restructuring and upgrading the sales, operations, marketing and customer service departments. Established an industry first, “On-Time Or It Is Free” Guarantee, a “Quality Is Right Or It Is Free” Guarantee, and a 24-hour delivery program.

•Recognized as a change agent – improved morale, fostered an environment of teamwork and accountability, and created a winning culture with new people, a new structure, and a new incentive-based pay system for employeesbased on company profitability.

•Improved customer fill rate from below 80% to 96+% and introduced new products and new categories that now account for 35% of total sales.

Jul 2007 - 2007


Cyrk- Portfolio Company Of Sun Capital

Challenged to stabilize and restructure Cyrk Inc., a distributor agency within the promotional products field with locations throughout the United States, Switzerland, Germany, Hong Kong, Japan, China, Australia and Dubai. Ranked in the top 1% of the industry by revenue for the last 10 years, Cyrk had been unprofitable since 2001 with double digit sales and market share declines during the same period in addition to critical cash flow deficits.

·Delivered positive EBITDA results for 2007, after a loss of $1.66MM in 2006. Doubled EBITDA in 2008.

·Reduced SG&A by 13% in second half of 2007 and an additional 15% in 2008 for a total reduction of $2.9MM. Increased gross margins by 8.5% in 2007 and 7.3% in 2008.

·Restructured entire international operation making it profitable and cash flow neutral by installing new senior management, exiting a non-strategic and poor cash flow cosmetic business, reducing personnel by 45% and relocating the European HQ to a more cost effective and business friendly country.

 ·Landed the Cadillac, Hummer, GMC and Pontiac brands globally in December 2007. This was the first major new client since 2004.

1999 - 2003

Vice President Marketing

Newell Rubbermaid- Sanford Div.

Served on a four-person executive team reporting directly to the President of this $1.1 billion division of Newell Rubbermaid ($7 billon Fortune 500 company). Sanford is the largest writing instrument company in the world, owning the Papermate, Sharpie, Parker, Waterman, Uniball and Sensa brands, and is Newell Rubbermaid’s most profitable division delivering 22% operating income to the corporation. In charge of product development, brand management, creative services, sports marketing/sponsorships, channel marketing, and advertising; also held full P&L responsibility for the $50 million ‘luxury brands’ small business unit. Managed a total of 60 personnel.

•Grew the Sharpie brand from $65 million to $110+ million in sales and ignited market share to 75+% while maintaining 60+% gross margin. Increased the Sharpie brand by 22% and 24% respectively in 2002/03 and drove over $10 million in sales per year by extending the brand into the ‘chisel tip’ and ‘liquid’ marker categories.

•Created and rolled out the highly successful, award-winning Sharpie television and print commercials featuring the “How Do You Use Your Sharpie” campaign. Identified and negotiated for Sharpie to be the lead sponsor for the Sharpie 500 NASCAR race in Bristol, TN, the most popular spectator event in NASCAR. Signed Kurt Busch as the driver for the #97 Sharpie Sponsored NASCAR in the Winston Cup series.

•Revitalized Papermate’s growth after years of double-digit sales decline under Gillette. Produced a single-digit sales increase, and increased profitability by five points by introducing revolutionary new products, new packaging architecture, and a new brand identity – including a Papermate logo to reposition and update the brand.

•Repositioned the Papermate brand as younger and more updated with today’s styles through rolling out national television campaigns and event marketing campaigns. Negotiated a deal with the television channel Animal Planet, sponsoring Jeff Corwin and America’s top zoos to launch Papermate’s “Wild About Writing” campaign for kids.

 •Negotiated and signed a deal with Miramax Films to have the movie “Spy Kids” sponsor our Colorific brand, including having the stars of the movie in television commercials and part of the Colorific ‘kid friendly’ interactive web site. Spearheaded vehicular marketing campaigns utilizing 35 branded vehicles across the country that highlighted Sharpie, Papermate, and Colorific at event marketing opportunities (concerts, zoos, sporting events).

•Sponsored the “Sanford Independence Bowl Game” on New Year’s Eve as part of college football’s “Bowl Week”, and sponsored several professional golfers under the Sharpie brand (Arnold Palmer, Gary Player, and David Tomms) and country singer Mark Wills.

1993 - 1999

Sr. Director & General Manager

ACCO BRANDS ($1.5 billion division of Fortune Brands)Chicago, IL1993 to 1999

Senior Director / General Manager (1997 to 1999)

Marketing Director (1995 to 1997) / Senior Product Manager (1993 to 1995)

Promoted through product management/marketing positions to become a Senior Director and General Manager with this $1.5 billion office products division of Fortune Brands, a $7 billion corporation. Given general management authority and P&L responsibility for six business units generating $120 million in sales. Managed 12 direct reports (marketing, operating and logistic planning personnel) and reported on a dotted line to Fortune Brands’ acquisition team for acquisition activities.

·Improved overall team profitability results by 20% by introducing new value-added products with higher margins and by lowering cost of goods. Saved $4 million per year in COGS within our accounting supplies team by relocating the factory from the U.S. to a new Mexican maquiladora, without any customer disruptions.

•Increased turns by 45% and customer fill rate to 96% for assigned teams by reducing SKUs and implementing forecast/inventory modules to measure in-stock needs, successfully reducing inventory and improving fill rate by having the right inventory.

•Led the sale of the company’s Wilson Jones Business Forms business to a Canadian competitor for approximately $6 million. Identified the buyer, handled negotiations and worked with Fortune Brands legal team to consummate the deal.

•Senior Product Manager of Bindery Team that converted the Office Depot binder business over to Acco Brands, representing the largest conversion in the company’s history valued at $50 million. Honored as Marketing Manager of the Year (1994).

1990 - 1993

Senior Product Manager

Atapco Office Products Group

Atapco Office Products Group – St. Louis, MO 1990 to 1993

Senior Product Manager (1992 to 1993) / Product Manager (1990 to 1992)

Charged with rebuilding the Hazel and Steelmaster brands back to an industry leadership position for this $250 million

office product manufacturer. Managed all aspects of the Hazel and Steel Master branded products.

·Revitalized the Hazel pad holder line (once an industry-leading brand) by developing new products and new packaging, while expanding the Hazel line into Europe with a JV partner based in the Netherlands. Drove $8 million in sales by designing an entry-level, sub-brand line (Stafford) specifically for Wal-mart, successfully securing an exclusive deal that is recognized as Atapco’s first with the retail chain.

•Improved margins by 20% and increased sales of the import line by 75% by overhauling the  leather goods import program, which included bringing in new products from all parts of Asia.

•Turned around the declining Steelmaster desk accessory brand by working with an outside design team in developing a line called Contours, which capitalized on the strength of metal and incorporated new age finishes and styling – sold over $15 million in the first full year and increased plant volume by 20+%.

1985 - 1990

International Division Manager

Prince Gardner Leather Goods

Prince Gardner Leather Goods –St. Louis, MO 1985 to 1990

International Division Manager (1988 to 1990)

Product Manager (1986 to 1988) / Assistant Product Manager (1985 to 1986)

Began as an Assistant Product Manager and advanced to become International Division Manager of this $50 million leather goods company selling to department stores across the U.S. Scope of position involved spending up to 25 weeks per year in Hong Kong, China, Korea, Taiwan, and Thailand.

•Entered into new categories, grew sales by double digits, and increased margins by over 15 points through starting and building a successful import program from the ground up.

•Identified sources and vendors, issued letters of credits, and worked with customs and freight forwarders.


1994 - 1996


1981 - 1985


University Missouri Columbia