• Part of leadership team to develop a new Commercial function capability within Acosta Group.
• Developed new Service/Price Architecture Strategy to maximize profitability. The new strategy has resulted in $6M of incremental EBITDA in the first 6 months of implementation.
• Leading team to through multi-year initiative to transform the Lead to Contract process. Redefined process with all functional and business stakeholders to reduce cycle time, reduce risk, increase revenue ($5M) and productivity ($1M) and eliminate unnecessary costs ($0.5M). While the initiative is work in process, the team has launched new processes, policies, implemented data governance and controls, and launched new Salesforce capabilities including Salesforce Configured Price Quote and the D&B Credit Check Salesforce app to ensure proper payment terms and conditions are offered during deal negotiations. The initiative has saved $750K in EBITDA to date.
• Developed new Deal Desk processes and governance.

• Partnered with Business Unit teams and/or led cross-functional teams to develop and implement strategies and transformation efforts. Includes developing and presenting business cases to executive team and/or Private Equity run Board.
• Led initiative and team to develop new processes and tools to measure and improve client profitability. Identified $21M in EBITDA opportunities and implemented $13M through pricing changes. Identified $8.8M in service waste and guided client servicing teams to stop $2.3M client work performed what was not contracted or was causing negative margin.
• Recommended and implemented a compensation strategy for the 8,500 retail field workforce which resulted in a 40% decline in turnover.
• Developed a Talent Acquisition transformation strategy and Workforce Planning Strategy which is projected to save $1.8M and improve revenue by $30 million by improving recruiting throughput, reducing speed to hire and closing gaps in staffing for revenue producing roles.

• Accountable for Acosta Foodservice client development and management go to market approach.
• Led 7-person team which directly managed 60% of overall client revenue or $4.7 billion of Foodservice sales. Team planned the approach to grow sales in the foodservice channel with the clients, adjusted the plan based on sales performance vs. plan, and managed the day-to-day client relationships.
• Transformed client development by implementing an integrated planning cross functional planning approach with strategic clients. Improved alignment on goals, execution plans and client results.
• Developed and implemented client segmentation process which dictated service types and level by client.
• Developed and implemented first client satisfaction process to establish baseline for ongoing KPI measure. 65% of clients were highly satisfied with Acosta Foodservice's performance.
• Developed and managed the sales strategies for largest clients including penetration with large Foodservice dist

• Led a 375-person, multi-year, multi-domain program to transform the operating models of Acosta's business units through new capabilities, improved processes and organization structures, and new technology platforms.
• Identified and led delivery to achieve $70M in cost savings and $30M in net EBITDA impact in a cumulative 5- year period.
• Accountable for a $60M program budget. Partnered with CFO to define the CAPEX/OPEX one time and on going expense budget and business cases.
• Built transformation office program, change management competency, including communication, training and video production.
• Led development of next generation Analytics strategy resulting in new service capability development, processes, and new organizational structure. Implemented a new big data platform and data visualization capabilities. Launched several new information dashboards and scorecards to improve speed to insights for the organization and clients.
• Finance and HR transformation including

• Developed and rolled-out Acosta's company-wide headquarter sales service planning and execution approach to create more consistent practices/processes across Acosta's 120 offices, to drive proactive strategic recommendations that drive sales and share growth for Acosta's clients and retailers/distributors, and to drive accountability. Led change management and training among 1,800 sales and category management associates to change existing behaviors. This represented the first major innovation in Acosta's core service of outsourced headquarters selling in 15 years.
• Co-developed and implemented the re-organization of Acosta's Business Insights (category management) 500- person team as an execution of Acosta's Headquarter Strategy. As part of effort, launched a Center of Shared Business Intelligence (CSBI), staffed with roughly 100 category management associates, to streamline the day to-day analytics so time could be reallocated to proactive insights and strategies that drive growt

Director, Corporate Strategy 2010 – 2012
• Added $80 Million in EBITDA by playing a co-lead role in the M&A and integration of several large companies into Acosta to fill strategic capabilities gaps. Conducted due diligence, coordinated with investment banking firms, presented to Board/Private equity partners for approval of acquisitions, and led integration program management efforts. Largest companies included Mosaic Sales Solutions, Frontline Marketing, and Anderson Daymon Worldwide.
• Led a 60-person team through the integration of Mosaic, a $320M company that engages and influences consumers in store, in the community and online to buy. Identified and saved $9 million in cost reduction opportunities and developed growth strategy plan resulting from the union.
• Developed business cases and recommendations for multiple growth opportunities (service innovations, acquisitions, adjacency expansions). Landscaped and conducted diligence on multiple companies to close critical capabil

• Responsible for all enterprise-wide strategic planning process activities. Managed staff and function budget.
• Led the Enterprise Strategy Team consisting of the Board, CEO, President, and senior executives for long-term, mid-term and annual planning, and management of critical industry trends and threats & opportunities. Developed content for and facilitate monthly meetings. Held leaders accountable for strategic objectives.
• Led leadership team to define the long term Purpose and Vision, metrics, and platform strategies for the year 2020. Developed and executed the communication plan to launch "Vision 2020" to employees.
• Led leadership team to define the growth strategy through both global and adjacency expansion opportunities. Resulted in the development of 3 new strategic growth platforms.
• Led development of 3 year PURELL® business strategy.
• Developed enterprise-wide approach for 3–5-year market/channel segment strategies. Led 16 distinct market and channel business

• Developed and managed the New Product Development Process as the Stage-Gate process leader. Defined project management and product development deliverables, and developed/maintained templates for product development teams to utilize during their projects.
• Coached all new product development teams in the GOJO new product development process.
• Led Gate Review decision making meetings.
• Led leadership team to identify the annual new product development goals for GOJO. Tracked organizational performance to the goal. Identified requirements to close performance gaps and associated portfolio diversification risks.
• Managed the new product development and technology platform portfolios process. Ensured the portfolio of new product development opportunities were strategically aligned, would help achieve long term financial
goals, and were balanced and diversified. Facilitated leadership team to prioritize opportunities and allocate financial and human resources appropriately.
• De

Strategic Planning Accomplishments
 Facilitated the Strategic Planning Committee to determine market position, identify new markets for expansion, create new market entry tactics, and determine the foundations for development of a new branding campaign.
 Developed scorecard metrics based on customer value propositions and product/service directions to drive marketing organization's performance.
 Prepared and delivered Board of Director presentations which resulted in organization direction. Marketing Accomplishments
 Managed the Marketing and Communication function including marketing planning and implementation, building brand equity, advertising/communications, new market/product development and market research. Responsible for P&L and staff management.
 Identified new sources for revenue generation. Created sponsorship program which increased the branding campaign's budget by over 40%. Program funded efforts to attract new customers with no increase in budgetary expenses.

Summer Associate, 1998 Business Analyst,
● Identified profitability or business improvement opportunities and implemented recommendations for multiple Fortune 500 companies. Responsibilities included business analysis and market research, recommendation development and implementation, client and account management, and proposal/presentation development and delivery. Examples of client project engagements include:
●  People's Energy, Corporate strategy - Developed a corporate strategy which included utilizing market research and constructing financial models to dynamically simulate various opportunities of growth and profit enhancing options for multiple business units. Identified an incremental $60 million in net income.
 Mohawk Oil, Corporate strategy - Developed an organizational financial/metrics model to identify key drivers of revenue and expense for regional gas and convenience store retailer. Identified customer perceptions of client versus key competitors. Assisted client