- Youngest "Visiting Scholar in the MBA Program" at University of Southern California
- Member: Digital Cinema Society & Hollywood Post Alliance
- Selected to West Coast Marketing Advisory Board for George Eastman House(Rochester, NY)
- Chair for "Marketing Roundtable" at IMC (Institute of Management Consultants / SoCal Chapter)
Branding+Global+ Business Development +Strategy
Accomplished marketing strategist, with over a decade of progressive experience developing and implementing winning marketing, positioning, and business growth initiatives.*
Effectively managed marketing for blue-chips such as MATTEL, PROCTER & GAMBLE,
KODAK & WALT DISNEY – on agency and corporate side.
Collaborative and decisive leader, unified team builder and mentor, with track record of successfully delivering projects within tight timeline and budget parameters.
Extensive cross-cultural experience spanning Europe, Asia and The Americas.
- A Brand is a Terrible Thing to Waste -
Strategic Planning * Integrated Marketing (on-line / off-line) * Customer Insight / Competitive Analysis
Product Portfolio Strategy / Launch * Agency & Corporate Experience * B2B / B2C * Web 2.0
Campaign / Brand / Vendor Management * Cross-departmental Team Leader
Process & Systems Analysis * Marketing Best Practices / ROI Metrics
Broad-Based Multicultural Expertise * Bilingual
2006 - Present
Director, Marketing & Communications
Provider of innovative digital / high-tech post-production services for A-List feature films (e.g. The Kite Runner, Alvin & The Chipmunks, & The Black Dahlia) and television programs (e.g. Pushing Daisies, Cane, & Weeds).
Lead marketing department and serve as member of executive team; manage product line strategy and all marketing mix elements of Kodak’s post-production subsidiary.Direct project management, sales, and technical staff to ensure timely communication of projects and communicate with marketing at London office (Cinesite).Participate in M&A task force, evaluating acquisition targets to transition Kodak’s Entertainment Imaging division into “digital age.”Manage various outside agencies (web, advertising, PR) and vendors (e.g. printers, web programmers) and liaise with industry associations to set up work shops and raise company’s profile.Develop and execute annual marketing plan including media buys, creative development, tracking budgets, etc.
- Generated leads for various projects by organizing monthly networking events - "DI Thursdays at LaserPacific" - at a cost of $500-$1K each; closed 2 projects at ~$150K each to date.
- Audited and revamped positioning and strategy to align lines of business and product lines within LOBs, and established differentiated feature film product lines, i.e. inDI and aIM (or: accurateIMAGE), in process.
2004 - 2006
Senior Marketing Manager
Largest metropolitan daily newspaper in the U.S. with a combined print and interactive monthly audience of 4.9M; comprised of 3K employees and $1B in revenue.
Managed all aspects of consumer marketing, including research/market segmentation, creative execution, and budget allocation.Oversaw internal ad agency and utilized internal and external resources to maximize exposure for key client projects.Teamed with database marketing to ensure tracking of direct mail drop involving ~$500K worth of premiums (coupons, gift cards, etc.).Led and mentored 5 direct reports.Coordinated remnant in-paper-space (valued at ~$40M, 1,000 pages/year) between LA Times (charity, events, etc.) and Tribune (KTLA, Careerbuilder, cars.com, etc.) entities.
- Secured $10M annual theater trailer program with a $25K investment via an innovative cooperation with the “Oscars” (Academy of Motion Pictures, Arts, & Sciences)—a 40,000%ROI.
- Developed and implemented an intranet-based tool for tracking performance of $40M in annual house ad space. Improved utilization of this space by up to 100%.
- Collaborated with editorial / legal teams to promote upcoming news, shopping and entertainment content via a $2M radio campaign, a company first.
- Initiated $100K brand image study to reassess segmentation model in the face of a changing media landscape.
- Selected to revamp Advertiser Marketing, an $800M source of business for LA Times.
2001 - 2004
Secured numerous long-term freelance assignments for various organizations, including:
Managed (inter)national marketing and interactive projects; coordinated with head office in Hong Kong. Managed $2M budget for "one-voice" efforts (e.g. national ads, co-promotions, direct and e-marketing). Aligned all marketing managers across the Americas (including Toronto, Chicago, San Francisco, Central and South America).
- Wrote marketing plan that brought arrival numbers back to pre-9/11 levels within a year (after a 50+% drop).
Brought US-audience specific website on-line within 3 months (managed vendor & budget, defined architecture, content, & site-management tools); concurrently built e-mail promotions database from '0' to 8,000 subscribers.
See "Hong Kong: Print/Web Integration"-section for examples (below "Professional Experience").
Led all facets of marketing including collateral, creative, media buy, response tracking via "1-800" numbers, and website ($5M marketing budget). Oversaw 3-person creative team.
- Re-tooled creative development process and direct response ad creative to boost response rate by over 20%.
- Structured and led implementation of new website / web strategy; tied website into call-center booking system.
2000 - 2001
Account Director (International)
Advertising agency with blue-chip clients including Mattel and Fisher Price, with 250 employees and $100M+ in revenue.
Managed global MATTEL Boys Toys accounts (e.g. Hot Wheels, Harry Potter) including largest account with $17M in media billings.Guided client meetings with creative, media and production departments.Conducted focus groups to evaluate prototype toys and TV commercials. Team comprised of freelance Account Director and 2 junior account people.
- Executed review and update of all creative positioning for Hot Wheels brand in 3 months; also coordinated revised creative direction with FCB Chicago office and shot 4 commercials in 2 weeks, an extremely fast turnaround.
1997 - 2000
Global Account Director
Multi-billion dollar global advertising agency servicing blue-chip clientele (Frankfurt office comprised of $60M in revenues).
Handled key global accounts such as Walt Disney, DELL, Hong Kong Tourism Board, IBERIA Airlines, and Charles Schwab, and national accounts such as ATARI and SGZ-Bank.Developed new business pitches and strategy, budget forecasts, and monitored profitability.Team comprised of 1 account manager and several interns.
- Boosted revenue from SGZ-Bank 9 times from $40K to $365K via successful ad campaign.
- Produced an additional 50% in revenue from Hong Kong Tourism Board account via contract for collateral material.
- Promoted twice in 1 year (from Account Manager to Senior Account Manager to Account Director).
1992 - 1997
(various companies / full details on request)
EARLY CAREER NOTES
J. WALTER THOMPSON ADVERTISING AGENCY, Frankfurt, Germany (Clients: KODAK, Gerolsteiner)
Wrote/tested soft drink re-launch concept; reversed market share decline 5%+ vs ya in 3 months.
DMB&B ADVERTISING AGENCY, Frankfurt, Germany (Client: Procter & Gamble)
Junior Account Executive:
Oversaw pan-European TV campaign (briefing to airing); boosted market share by 20% for Clearasil Cleanser.Promoted from Trainee to Jr. Account Executive in 5 months and awarded with own $1.5M account.
GERMAN AMERICAN CHAMBER OF COMMERCE, New York, NY
Marketing Services (Intern):
Consulted small and medium-sized companies re: imports and exports to and from the US.
Partnering vendors saw our press coverage and wanted to feature aIM on their websites to showcase their innovation efforts.
The news release went out one week prior to demo event premiere, allowing publications to inquire about this revolutionary process.
The Hollywood Reporter was one of many trade publications jumping on the story (including: Film & Video, American Cinematographer, POST Magazine, ...).
Print ad was initial manifestation of distinct new aIM "look" under the parent brand umbrella. aIM is an industry-first (end-to-end calibrated) post production process.
...website, incl. download section. Collateral was also distributed at monthly demo events.
New look was translated to trade show presence as well as...
Web campaign was designed to drive awareness, website traffic and build e-mail database.(sign-up included detailed questionnaire)
Cooperation with Travelocity ensured targeted media buy and further aided in rapid database growth.
Central off-line piece for 2002's "Season of Splendors"-campaign -- national print buy.
Integral part of (re-designed) US-centric web effort -- targeting HK's most important long-haul market.
Part of on-going e-mail campaign to add impressions and build awareness.
New B2B-website was launched alongside B2C-site; drove home HK's dedication to coordinated 'one-voice' approach.
A creative Analytic (or an analytic Creative?)
1990 - 1994
Graduated in Top 20% of class.