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Results oriented Senior Level Executive with demonstrated leadership skills and a proven track record of success with
premier companies. Consistently produced outstanding results through strategic vision, consumer driven innovation,
brand building, customer development, maximization of efficiencies and solid execution.
WM. WRIGLEY, JR. COMPANY-Chicago, IL
2000-Present
Vice President-Worldwide Commercial Operations
March 2006-Present
Reporting to the CEO/President and member of the 6 person Executive Leadership Team of $5.2 Billion consumer
packaged goods company with full P&L accountability for all company revenues/profits. Responsible for all company
business Regions (Americas, EMEAI, Asia, Pacific) and key functions (ie., Marketing, Sales, Supply Chain, Finance,
Human Resources) with business units in 180 countries and over 8,000 associates globally. Serve on the Corporate
Strategic Planning Team, Merger & Acquisition Committee and lead the Worldwide Commercial Leadership Team.
Major global and domestic brands include Wrigley’s Extra, Doublemint, Juicy Fruit, Altoids, LifeSavers, CremeSavers,
Winterfresh, Orbit, Eclipse, Excel, Hubba Bubba, Big Red and others.
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Grew 2006 Net Sales and Profit to record levels increasing both versus 2005 by 14% and 11%, respectively.
Delivered record profit performance while increasing operating margin by 70 basis points.
Built innovation pipeline where new products represented 19% of Revenues while entering into new
confectionery segments in China, Russia, Germany and Australia
Drove strong market share increases in 31of top 40 key countries with record shares in the U.S. - 63%, Russia 74%, China - 63%, France - 43%, India – 42% and Canada - 50%.
Led brand portfolio strategy initiative driving Global Brand Marketing Support to over $1.0 Billion to be among
the world’s top advertisers.
Delivered 150 basis point margin growth by productivity/cost improvements via SKU optimization, Gross to Net
management and operating expense control.
Executed the acquisition and integration of the $1.45 Billion Kraft confectionery business.
Realigned Worldwide Commercial organization into 4 key regions and recruited 2 new region heads while
creating/executing growth plans leading to record performance in 2006.
Vice President & Managing Director-North America/Pacific
December 2003-March 2006
Corporate Officer with full P&L accountability for over half of total company revenue/profits along with responsibility
for 2 Global Marketing Platforms. Responsible for North America and Pacific Region businesses with net sales of $2.2
Billion and Global Marketing Platforms with revenues of $2.1 Billion. Organizational responsibility for over 2,000
people with direct reports to include U.S. General Manager, Presidents (Canada and Pacific Region), Global Platform
Managing Directors, Vice Presidents of Finance, Human Resources, Supply Chain, Research & Development and
Information Technology.
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Delivered record 2005 Net Sales and Profit performance with increases versus 2004 at +17% and +24%
respectively with 17% of Net Sales delivered via the new product innovation pipeline.
Drove 2004 revenue growth over 9% versus 2003 with profit increased by 23% with operating profit margin
increased by 280 basis points following a 2003 revenue increase of 8% versus 2002 and profit increase of 11%.
Spearheaded worldwide Brand strategy and architecture for 2 Global Marketing Platforms to include consumer
segmentation, targeting, positioning and communication for key global brands for worldwide implementation.
Increased Market Share over 16 points in 4 years.
Delivered record Operating Profit performance while increasing Brand Marketing Support over 40%.
Introduced the 1st major non-gum launches in company history generating over $50+ Million in Year 1 revenue.
Leveraged significant revenue and cost synergies through integration of Amurol Confections into the Wrigley
North America/Pacific organization to reduce Operating Expenses versus year ago by 2%.
Successfully led total Region SAP integration driving a 25% decrease in Cash Conversion Cycle.
Vice President & General Manager, U.S.
June 2002-December 2003
Corporate Officer with direct accountability for the company’s largest Business Unit with revenues of over $1.0 Billion
and budgets in excess of $400 Million. Organizational responsibility for over 1,000 people with direct reports to include
Vice Presidents of Consumer Marketing, Sales, Customer Marketing & Support, Supply Chain, Finance, Research &
Development, Human Resources and Information Technology.
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Grew 2002 revenues by 17% versus 2001 with profit increased by 10%. This was the fastest growth rate on the
Wrigley U.S. Business since 1949.
Expanded Profit Margin by over 110 basis points versus YAGO while increasing brand support over 21%.
Surpassed Nestle in 2002 as the #3 Confectionery manufacturer in the U.S.
Increased total Wrigley Market Share by over 10 points over 2-year period.
Successfully introduced the Orbit brand to become a $200+ Million franchise and the fastest growing major
brand in the total confections category.
Relaunched the Eclipse brand franchise to achieve over $200 Million in Net Sales and become the #3 category
brand in 2 years to compliment the growth of Wrigley’s Extra as the #1 Category brand.
Vice President-Sales & Customer Marketing, U.S.
December 2000-June 2002
Responsibility for the Sales, Customer Marketing, Category Management, Logistics, Customer Service and Financial
Services areas for the U.S. Business. Organizational responsibilities include a Direct Sales Force of over 500 people,
Multi-Functional Teams, a National Broker and all of the Internal Sales Functions. Key Channels include Food, Drug,
Mass Merchandiser, Club, Convenience, Value Trade, Military, Home Improvement, Hardware, Sporting Goods,
Automotive, Video, Electronics, Office Supply, Hobby, Garden and others.
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Increased 2001 revenues by 12% versus 2000 with profitability plus 20% after 5 straight years of flat results.
Increased total brand availability by over 20,000 outlets to over 240,000 in 2001.
Restructured the Sales Organization to a Multi-Functional Customer Teams structure while reducing SG&A
expense as a % of sales.
Upgraded capabilities launching Customer Marketing, Category Management, Sales Automation and Logistics.
CAMPBELL SOUP COMPANY, Camden, NJ
1996 - 2000
Vice President-Grocery Teams
1999 - 2000
Responsible for volume and profit/loss on $2.4 billion business and budgets in excess of $250MM. Organizational
responsibilities include a direct sales force of over 350 people, multi-functional teams with direct reports to include VicePresident level personnel in Customer Marketing, Consumer Marketing/Promotion, Category Management, Sales,
Finance and Logistics. Key brands include Campbell's Condensed, Chunky and Select Soups, Swanson Broth and
poultry, Prego, Franco American, Pace, V8, select Pepperidge Farm brands and numerous Food Service brands.
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Volume performance was +5. 1 % versus -4% for total company with EBIT + 11.4% versus +2% respectively.
Grew wet soup consumption +3% driving the first real brand growth in 5 years.
Drove SGA efficiencies to reduce cost of sales by over 20% while delivering objectives.
Developed and executed solutions based selling module that drove strategic distribution, shelving and pricing
initiatives including Private Label discontinuation and optimization in major national U.S. retailers.
Vice President-National Customer Teams
1998 - 1999
Responsible for volume and profit/loss on $1.2 billion business and budgets in excess of $125MM for largest
National food customers and all non-food channels business. Organizational responsibilities include a direct sales force
of over 100 people, multi-functional teams and a national broker network with direct reports to include Vice-President
level personnel in Consumer Marketing, Customer Marketing, Category Management, Sales, Finance, Manufacturing
and Logistics.
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Volume performance in 1998 was + 19.8 % versus last year with EBIT + 17.4%.
National Customer team business represented over 40% of the total Campbell Soup Company U.S. volume while
accounting for 94% of the total company growth.
Optimized Club pack manufacturing process to reduce COGS by 36% through capital investment in in-house
systems driving over $2MM in efficiencies.
Vice President-Special Markets
1997 - 1998
Responsible for general management of $700 million SBU with budgets in excess of $80MM for the Mass Merchandiser,
Wholesale Club, Drug, Convenience, Military, E-Commerce, Puerto Rico and Export businesses. Functional
responsibilities include Marketing, Manufacturing, Finance, Logistics, a direct Sales force of over 60 people and a
national broker network.
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Volume performance in 1997 was +19.2% versus last year with EBIT +17.4%.
Market share growth key channels were doubled versus 1996 driven by major breakthroughs at K-Mart and Target.
Developed new go to market strategy and manufacturing process for the Club business that drove a 31% increase in
volume and a 44% increase in profitability.
Director of Sales-Drug/Convenience Channels
1996 - 1997
Responsible for over $150 million in sales in the Convenience and Drug Channels for all Campbell products. Drove
unprecedented results through a hybrid sales organization to include a direct sales force with National Account
responsibility and a national broker network.
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Volume in 1996 was +44.3% versus 1995 driven by increased distribution and promotional support.
Reallocated trade funding to emphasize growth opportunities driving down case rate spending by 6% while
simultaneously funding explosive growth in sales volume.
Restructured sales team to incorporate national retail store coverage while reducing cost of sales below 3%.
ST. IVES LABORATORIES, Los Angeles, CA
1993 - 1996
Regional Vice President
Responsible for sales volume and Profit/Loss for one-third of the United States. Responsible for all sales activities on
the St. Ives Swiss Formula health and beauty care brands through broker network in all classes of trade. Profit/Loss
responsibilities include the management of pricing structure, trade discounts and allowances, delivery costs, Market
Development Funds, special packs, sales commissions and administrative expenses.
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Increased Net Sales by 9.4% in 1994 over 1993 following an increase of 16.0% in 1993 versus 1992.
Improved Net Profit contribution by 31.7% by increasing average case price by 4.1% and reducing Variable Selling
Expenses by 14.4% in 1994 versus 1993.
Drove market shares to all-time highs with over 70% of markets owning Brand Development Indices in excess of
200.
CLOROX COMPANY, Oakland, CA
1988 - 1993
Sales Merchandising Manager-Oakland, CA
Regional Sales Manager, Non-Food Brands, Boston, MA
Regional Sales Manager-Food Brands, Boston, MA
1991 - 1993
1989 - 1991
1988 - 1989
JOHNSON & JOHNSON, New Brunswick, NJ
1986 - 1988
Unit Manager, Boston, MA
WARNER LAMBERT COMPANY, Morris Plains, NJ
1982 - 1986
District Manager, Buffalo, NY
Territory Sales Representative, Providence, RI
Retail Representative, Providence, RI
1985 - 1986
1983 – 1985
1982 - 1983
Northwestern, Kellogg School, Chicago, IL, 2004 – Kellogg Management Institute One-Year Graduate Program
Cornell University, Ithaca, New York, 1997 - Executive Program
University of Rhode Island, Kingston, Rhode Island, 1986 - MBA, Finance
University of the Pacific, Stockton, California, 1982 - B.S., Marketing
DIRECTORSHIPS AND ASSOCIATIONS
Current: Keep America Beautiful-Chairman of the Board, Heartland Alliance-Board Member, Children’s Media and
Children’s Health-Board Member, Grocery Manufacturers of America-Industry Affairs Council.
Past: Transora-=Board Member, Students in Free Enterprise (SIFE)-Board Member, National Confectioners Association.