NANCY RILEY, MBA
Boston, MA 02201  617.555.5555  nriley123@hotmail.com
MANAGED 9-FIGURE P&L  OPTIMIZED MARKETING SPEND—SHOESTRING OR 8-FIGURE  GREW BUSINESS ACROSS GLOBAL MARKETS & SUPPLY CHAINS
EMPOWERED TEAMS TO ADD MILLIONS IN SALES  ENGAGED RETAILERS AND PARTNERS IN WIN/WIN ALLIANCES
MARKETING EXECUTIVE / GENERAL MANAGER
   Translating Trends and Consumer Insights into Brand Strategies That Drive Top- and Bottom-Line Growth   
Multi-award-winning business and marketing leader with 17+ years’ experience
launching and turning around domestic and global brands. Combine analytics,
instinct, and team resources to arrive at novel, effective strategies.
Provide cross-functional teams with the stability and knowledge base to support
game-changing innovation. Offer global outlook born from business and personal
travel to 40 countries. Experience in FMCG, Specialty Retail, Online / Direct and
Franchise Field Consulting. Win trusted insider status with franchisees.
CAREER SNAPSHOT
BATH & BODY WORKS Grew $25M to reach $276M in innovation net sales and brought post-reorg employee engagement to 100%.
COLGATE-PALMOLIVE Brought $10M in incremental sales, bringing luxury experience to mass market and salvaging endangered retail
UNILEVER
JOHNSON & JOHNSON
TOYOTA
relationships. Made double-digit sales and profit improvements by reaching 1st- and 2nd-generation Latinos.
Renewed brand health of $440M Slim-Fast after 3 years of decline with “Zip Up Your Hunger” campaign.
Partnered with People magazine and Levi Strauss.
Won Marketer of the Year for successful launch of 40+ SKUs in 8 months. Designed 1st-of-their kind initiatives
to connect with gay consumers (raising sales 9%) and reach key influencers (#1 pharmacist recommended).
Boosted Toyota Motor Sales regional franchisee annual revenues 7% by establishing the trust needed to
implement effective marketing and operational strategies.
E X E CU T I V E C O NT R I B U T I O NS
BATH & BODY WORKS (BBW), Director, Product Strategy & Development — South Deerfield, MA; 2011 to Present
Hired into VP-equivalent role to elevate Global Product Strategy & Development for $876M business from reactive fast-follower approach
to leader in consumer-centric strategies that drive growth. Executive responsibility increased from 3 US categories to total global
responsibility for all brands and divisions, driving $276M in new product sales. Lead team of 15.
Adding Millions in New Product Sales and Improving Profit Margins through Change Management and Team Empowerment
Situation: Inherited newly formed team of people who had been re-assigned through corporate reorganization. Bath & Body Works
needed new consumers, but was hindered by Product Development’s focus execution rather than development of growth strategies.
Approach: Created professional development plan and processes. Established and delivered formal training program. Mentored team in
identifying wide-space opportunities, validating them, and bringing them to market. Championed product lifecycle management system to
support unified approach, creating a cross-functional view of projects and automating non-value-added work. Partnered with Consumer
Insights group to create consumer segmentation study that formed the basis of product positioning and roadmaps.
 Grew new product sales 8.7% to $276M with 50 bps margin expansion. Attracted new consumers by shifting culture from
reacting to competitor innovations and vendor proposals to leading the way in fulfilling unmet market needs.
 Boosted employee engagement score 1870 bps in 12 months, a result of increased confidence and effectiveness of team.
 Accelerated speed to market by giving teams the tools to focus on value-added work.
NANCY RILEY, MBA
617.555.5555  nriley123@hotmail.com—PAGE 2 OF 3
Rethinking Corporate Business Model, Adapting to Mercurial Market
Situation: The pressure is on to increase competitiveness of retail stores and individual wholesale accounts.
Approach: Developed proprietary strategy to define growth opportunities, adapt to enhance
consumer experience, incorporate new technologies, and be ahead of the curve in an everchanging environment. Prioritized segments and usage occasions with highest potential ROI.
 Set stage for growth and relevance, winning C-suite buy-in for new strategy.
 Collaborated in planning and executing rollout across 7 brands (in process).
COLGATE-PALMOLIVE — New York, NY; 2007 to 2011
Senior Brand Manager, Softsoap Body Wash & Liquid Hand Soap Innovation (2009 to 2011): Promoted to personal care
category within Innovation Group in recognition of executive leadership potential. Full P&L responsibility.
Generating $10M in Incremental Sales, Salvaging Endangered Retail Relationships and Paving the Way for More Growth
Situation: With many players in the body wash and liquid hand soap space, Softsoap had to re-assert its relevance. Without significant
advertising funds, retailers were hesitant to carry the brand.
Approach: Redesigned Softsoap positioning and innovation strategy via consumer segmentation and need-state deep dive. Capitalized on
popularity of premium multisensory products, producing luxury line at mass prices. Incorporated strategy into refined growth map.
Strengthened global Personal Care organization capabilities with change initiatives that included R&D briefings, shopper integration, and
consumer experience strategies. Defined goal of adding incremental revenue with lines that would not cannibalize sales of classic brands.
 Added $10M in incremental sales and 400 bps to profit margin through team effort resulting from strategy and cultural
changes. Mentored team member in developing and executing concept for Body Butter line.
 Increased retail presence of portfolio by fulfilling market need unmet by any other hand/body soap brand—affordable luxury.
 Paved the way for future growth with capable, confident team and supportive infrastructure.
Senior Brand Manager, Suavitel Fabric Softener (2008 to 2009): Promoted in 8 months and challenged to duplicate Suavitel
success in 2nd-generation Latino market. Accountable for $200M P&L.
Making Record Gains in Market Share, Working With Retailers to Reach 2nd-Generation Hispanic Market
Situation: Suavitel was missing out on revenue from 2nd-generation Latinos who had a cultural identity
distinct from their parents. Concurrently, many retailers were struggling with the store segmentation
strategy, and it was a challenge to retain and grow shelf space.
Approach: Developed and launched Ultra Concentration line targeting 2nd-generation Hispanic user
base. Developed segment-specific packaging and message. Drove integrated marketing campaign
that relied heavily on high-ROI radio ads with specific audience reach. Sought placement in
mainstream retailers like Target and Walmart, creating business cases showing how it would benefit
In
them to reach this market segment.
Millions
 Captured unprecedented 14.1% share of fabric softener market.
 “Made the cut” as Walmart underwent Project Impact transformation that eased shopping
by cutting hundreds of brands. Gained placement in Target and other major retailers.
Brand Manager, Suavitel Fabric Softener (2007 to 2008): Recruited into role to leverage Latin American success in the US
market by reaching out to Hispanic immigrants.
Relaunching Brand to 1st-Generation Latinos for Double-Digit Profit and Net Sales Improvements
Situation: Suavitel was the #1 fabric softener in Latin America. This success was not being fully leveraged with Latinos in the US.
Approach: Identified cause of low US sales as a lack of awareness within market segment. Planned grassroots, “Trade-Up” campaign
that incorporated community events as well as targeted media. Also established distribution push to win placement in local Latino
markets. Concurrently worked with R&D to lower cost of production without sacrificing performance results. Relaunch included new
bottle design, graphics, variants, and pricing strategist.
 Expanded YOY net sales 17.8% with relaunch, with market share rising from 12.7% to 13%
 Cut $9.1M in costs, growing operating profit 96.5% while maintaining quality.
UNILEVER, Brand Manager, Slim-Fast Brand-Building — Englewood Cliffs, NJ; 2006 to 2007
Hired as associate brand manager, earning promotion within 6 months as part of “rising-star” leadership development. Owned $55M
advertising and promotion budget. Led online advertising and paid search strategy for “Zip Up Your Hunger Program.”
NANCY RILEY, MBA
617.555.5555  nriley123@hotmail.com —PAGE 3 OF 3
Improving Brand Health after 3-Year Decline via Consumer Insights and Large-Scale “Zip Up Your Hunger” Campaign
Situation: Slim-Fast brand, a $440M franchise, had been on decline in both sales (down ~50%) and brand health surveys since Unilever
purchased it in 2000. The brand was vulnerable to other well-known brands entering a space they had previously dominated.
Approach: Built business case for lowering SKUs while driving the same volume. Formed competitive task force and won additional
media spend to defend the brand. Gained key consumer insights, especially that people were focused more on tangible results—i.e.
getting into their “skinny jeans”—than with losing pounds.
Positioned brand as a high-protein hunger control product, building the 360-degree “Zip Up Your Hunger!” advertising and
communications campaign in partnership with Levi Strauss and People Magazine. Elements and platforms included sweepstakes, digital
marketing, social media, print, FSI, PR, and in-store promotion in both Diet and Apparel sections. Won $8M dedicated campaign budget.
 Captured major post-campaign brand saliency increases after 3 years of decline. Attracted 50,000+ sweepstakes entries.
 Realized high return from online advertising, achieving cost/user registration of <$20 for display ad and <$10 for paid search.
 Improved profit margins, cutting SKUs 13% while increasing distribution of high-producing SKUs 15%.
JOHNSON & JOHNSON — Fort Washington, PA; 2003 to 2006
Associate Marketing Manager, Tylenol Upper Respiratory (2004 to 2006): Promoted to drive relaunch strategy and
execution in the face of new FDA regulation of key ingredient. Oversaw $31M media budget for $230M, 4-category portfolio.
Winning Marketer of the Year for Launch of 40+ SKUs and Integrated Media Campaign Ahead of Tight Regulatory Deadline
Situation: When FDA planned to regulate a key ingredient in the Upper Respiratory (UR) line, there were only 8 months to reformulate
and relaunch the portfolio. Also, portfolio had long struggled because the category was hard for consumers to understand and shop.
Approach: Addressed consumer confusion by shifting packaging from describing ailments to showing where it hurts. Used brand relaunch
to take focus off of ingredient change. Took charge of $15M TV campaign, emphasizing areas of relief and multisensory experience.
 Avoided disruption of $230M in sales by getting new positioning and packaging to market before regulatory change.
 Won 2005 Marketer of the Year Award for consumer-centric approach to relaunch of entire 4 category franchise.
Associate Marketing Manager, Tylenol PM & Simply Sleep (2003 to 2004): Hired to define and promote $150M sleep franchise.
Growing Sales of Nascent Product Line by Reaching Out to Untapped Market and Key Influencers
Situation: Tylenol PM was a fairly new brand, and its strengths were still being defined. Goals were to increase number of usage
occasions for consumers and to grow total net sales.
Approach: Flipped positioning on its head, marketing product as a beauty product in partnership with with Neutrogena and Target.
Tapped largely ignored gay/transgender market—a first for the category and Johnson & Johnson. Developed campaign to include print,
sampling, internet marketing, PR, and event sponsorships.
Also developed and executed pharmacist influencer strategy and communications plan, including journal ads, CE (continuing education)
program, educational kit, in-store promotions, and APhA (American Pharmacy Association) conference promotions.
 Showed 9% lift in sales attributed to gay/transgender campaign, with growth rates 4X that of the overall market.
 Won #1 recommended brand position, increasing pharmacist recommendations 10%.
E A R LY C A R E E R
Working in diverse and complex industries—including auto, ecommerce, and sports—developed knack for driving sales by simplifying
very complex concepts and creating simple snapshots that dispelled fear, frustration, and confusion. Also learned much about building
organizations, launching new products and companies, and winning franchisee buy-in for corporate programs. Highlights include:
 Drove Toyota Motor Sales regional franchisee annual revenues 7% by establishing the trust needed to implement effective
marketing and operational strategies.
 Helped SupplierMarket.com build value for high-multiple sale. Created then-largest customer base of any B2B exchange.
 Skyrocketed sales 94% for Major League Soccer team New England Revolution, building corporate “Kick for Kids” program.
E D U CA T I ON
AND
P R OFE S SI ONA L /C OM M U NI T Y C O NT R I B U T I O N S
Master of Business Administration, Kenan-Flagler Business School at University of North Carolina; Chapel Hill, NC
VP of Student Activities for MBA Student Association. Served on 12-member Admission Advisory Board.
Bachelor of Science, Business Administration with Marketing Concentration, Boston College; Chestnut Hill, MA
Founding Member of Colgate-Palmolive Marketing Training Task Force
Served on McNeil Leadership Council & Women’s Leadership Council