Executive Resume
Ena Garay
500 East 83rd Street, Apt. 4-C New York, NY 10028
Phone: (305) 606-5679 Email: egaray@the-beach.net
Leadership Profile
Executive Leadership, International Business, Business Development, Strategic Planning, Marketing
and Sales Management, Market Penetration, Brand Management, Team Building, Multilingual Capabilities
Multilingual international business leader with a demonstrated record of success in leading cross-functional, multicultural organizations to penetrate new markets, strengthen existing market presence, and drive sales to new heights
in fast-paced environments. Proven excellence in consistently meeting and exceeding short- and long-term
objectives in diverse start-up, high growth, reorganization, and turnaround situations. Expertise in forging relations,
strategic alliances, U.S. Hispanic market development, and business partnerships. Known for ability to elevate
name/brand recognition, recruit/develop top-producing sales teams, and control costs. An outstanding motivator
recognized for maximizing human capital and other resources. Excellent fiscal planning, budgeting, resource
utilization, and cost-control skills. Fluent in Spanish and Portuguese; functional in French and Italian.
Boosted revenues 86 percent in three years across 40 international markets, as shown below:
International Revenue Growth
$45
$40
$35
Millions
$30
$25
$20
$15
$10
$5
$Year 1
Year 2
Year 3
Year 4
Professional Experience
IBDP, LLC
Miami, Florida
Vice President International
2002 to present
Develop selected consumer products and services within European, Latin American, and Asian markets. Created
and implemented strategies and business plans that expanded the existing business base and opened new markets.
Provided leadership for a team that generated $75 million in annual revenues by building relationships with
government agencies and key clients. Prepared the medium and long-term regional strategy recommendations
including personnel restructure, market specific pricing, agent realignment, new market entry strategies and cost
reduction plans. Key clients include MoneyGram International and Britvic International, the largest beverage
manufacturer in the U.K. Resided and worked in London, Madrid, and Mexico City.

Successfully launched new money transfer service from 13 Western European and Asian countries achieving
100 percent market distribution in initial launch.

Increased automated distribution points in Morocco from 30 to 310 in six months, dramatically increasing
delivery efficiencies.

Created and executed Eastern European development initiative covering staffing, pricing, marketing and agent
relationships, laying the foundation for increased growth of a key $23 million business.

Maintained a $75 million European money transfer business during senior management transition. Signed new
agents throughout Europe and North Africa, renewed existing contracts with important agents, recruited top
caliber people and refocused the staff to drive the business forward without interruption in service.
Ena Garay
Page 2
MoneyGram International
Minneapolis, Minnesota
Vice President, International Marketing and Sales (Coral Gables, Florida)
2001 to 2002
Developed financial service from U.S. to international markets. Spearheaded the creation and execution of
marketing plans targeted to U.S. ethnic communities and provided leadership in the development of the Latin
American agent network. Key member of task force charged with restructuring the U.S. agent network. Managed
Latin America and Caribbean regional office. Identified the highest ROI customer base, focusing marketing efforts
on top 10 revenue-generating streams.

Increased agent network 21 percent by negotiating major customer contracts in Latin America.

Led a team in the creation and implementation of fully integrated marketing plans that generated more than 150
percent volume increases to key Asian, European, and African markets.

Pioneered market-specific pricing designed to address a competitive environment while meeting financial
targets. Achieved up to 35 percent volume increases in key markets.
EMI Music
London, United Kingdom
Vice President, Commercial Operations (Miami, Florida)
1998 to 2001
Designed and implemented commercial strategies and plans to exceed volume, profit, and market share objectives.
Directed commercial development across major Latin American markets in Brazil, Mexico, Argentina, Chile,
Colombia, and Venezuela with annual revenues of $240 million. Restructured and computerized sales processes;
introduced trade marketing, key account, and category management concepts to maximize revenue by channel,
customer, and product category.

Slashed returns for the region by 60 percent the first year, saving $11 million, as illustrated below:
Returns Reductions
$20
$18
$16
Millions
$14
$12
$10
$8
$6
$4
$2
$Q1
Q2
Q3
Q4

Boosted revenues 17 percent while maintaining discounts constant in a $240 million market.

Built Brazilian e-commerce business utilizing creative cross-marketing strategies with e-tailers and local
businesses. Grew revenues from zero to 7 percent of total volume—the largest of any region worldwide—in
less than seven months.
Kraft Foods, Inc.
Chicago, Illinois
Category Manager (Chicago, Illinois)
1997 to 1998
Key player in the development of strategic and tactical business plans/promotions focused on continued share and
volume growth for a $663 million category in the western and central U.S. Planned, forecasted, and analyzed
performance; prepared recommendations maximizing profitability. Tracked category and brand performance on an
ongoing basis using state-of-the-art technology and research methods to ensure compliance with corporate
parameters. Interpreted data and presented results to senior management, identifying risks and opportunities.
Ena Garay
Page 3

Managed a trade budget of $51 million in the development of annual volume and spending plans for the
category and specific brands.

Member of the team that executed fully-integrated consumer promotions and other business building plans.

Built a 2 percent revenue growth vs. a declining industry average.
Business Development Manager, Kraft Foods de Mexico (Mexico City)
1993 to 1997
Launched locally-manufactured Mexican products into the U.S. and developed sales and marketing plans to foster
growth. Conducted analyses of feasibility, market potential, and import business logistics. Built a distributor
network with a focus on training, monitoring performance, sales, marketing, and merchandising, including the
first-ever frozen distribution, to successfully launch three new high margin products. Served as liaison between
Kraft Mexico and US/European divisions as well as U.S. customers such as Wal-Mart and their Mexican
subsidiaries. Merged export and import operations forming single business development unit and maximizing
efficiencies. Initiated aggressive strategies to maximize opportunities under NAFTA.

Developed franchise of two ethnic brands in four western states, targeting the U.S. Hispanic market to generate
$12 million in incremental revenue in first 18 months.

Achieved 35 percent cost savings by establishing direct sales and streamlining the distribution process.

Cut logistics lead time 57 percent, customized product to meet Mexican government requirements, and reduced
long pending issues from 18 to 2 in the first eight months.
Sales and Marketing Manager (Miami, Florida)
1990 to 1993
Led marketing and sales efforts for Philip Morris and Kraft Foods products in Latin America and Caribbean
markets. Carried full P&L responsibility; created comprehensive business plans for each market, including A&P
budgets, volume, and revenue. Analyzed market research, pricing, and competition to execute new market strategies
and enhance brand image. Managed local advertising agencies in marketing programs.

Grew revenues 86 percent in three years across 40 international markets.

Initiated a creative pricing strategy that facilitated ordering for the trade and focused marketing funds on a more
profitable brand mix; expanded marginal contribution by 18 percent.

Revitalized mature powered beverage brand with innovative advertising and promotional campaigns, achieving
35 percent royalty increase. Pioneered alternate product sourcing from third-country subsidiaries.
Hispanic Market Development Manager/Senior Account Executive (New York, New York)
1988 to 1990
Initially recruited for intensive management training program with overview of group functions and on-the-jobtraining in corporate headquarters in Chicago. Promoted to New York District to build a Hispanic market
development program. Recruited, trained and supervised broker network serving wholesale businesses; built crossfunctional teams to execute ethnic promotions across key accounts. Coordinated cultural events to enhance brand
awareness and corporate image within the community.

Created marketing plan that achieved 158 percent revenue increase across six key brands in one year.

Achieved 135 percent of budget in first year in one of the largest districts by targeting and developing a
previously untapped consumer base.
Education/Professional Development

MBA, International Marketing, Nova Southeastern University, Florida.

MA, International Relations, University of Pennsylvania.

BA, State University of New York at Stony Brook.

Coursework at American Management Association in negotiations, team building, project management,
international distributor sales, and export management.

Fluent in Spanish and Portuguese; functional in French and Italian.
Key Accomplishment Summary
Ena Garay
Achieved Dramatic Growth in a Previously Untapped Market
Situation:
The competition was aggressively marketing to the large and growing Hispanic population in one of Kraft’s largest
districts in the northeast U.S. and eroding its share in predominantly Latino areas. This district, comprised of New
York, New Jersey, and parts of Connecticut, had experienced up to 40 percent Hispanic population growth in key
counties over prior years. The percentage of Hispanic consumers was predicted to continue growing at an annual
rate of more than 8 percent vs. 0.8 percent for non-Hispanics. Steps had to be taken to address competitive activity,
develop the brand, and increase volume and revenue in this previously untapped, critical demographic.
Action Plan:

Conducted comprehensive market research to determine consumer needs and wants in the region.

Designed a business plan targeting six key brands that focus groups had indicated skewed high among Hispanic
consumers and had a higher likelihood of acceptance in Hispanic areas.

Utilized Spanish language media and sponsorship to develop brand relevance in the Hispanic community.
Sponsorships supported music events, a cultural component common to all Latino sub-groups. This provided
high brand visibility and maximized communication efficiencies.

Increased distribution through key wholesalers supplying the Hispanic market through product sampling at their
locations in predominantly Latino geographies.

Increased retail penetration through merchandising utilizing Spanish language material and cross-promotional
activity with local organizations frequented by Hispanics.

Presented a high ROI business case to headquarters and obtained funding for its implementation.

Organized and coordinated a multi-functional team to communicate the message to aggressively drive volume
and revenue within the Hispanic market. Distributed corporate funds to key accounts based on percentage of
Hispanic population participation.

Coordinated corporate participation in Hispanic business and community events such as Hispanic food shows
and key Hispanic holiday celebrations.

Implemented the sales and marketing plans with continuous follow-up such as volume and revenue tracking and
incremental distribution points in order to fine-tune and maximize the campaign.
Results:
Achieved 135 percent of budget in the first year. Distribution for targeted products was increased from 10 to 52
percent in key areas. Post-campaign evaluation through customer research revealed positive customer reaction
identifying the campaign as “innovative, effective and relevant to the community.” The success of this program
persuaded corporate headquarters to implement similar programs in other highly Hispanic areas of the country
utilizing the campaign as a model for future market penetration.
Key Accomplishment Summary
Ena Garay
Successfully Opened New Market in an Economically Unstable International Environment
Situation:
The passing of the North American Free Trade Agreement (NAFTA) reduced tariffs and encouraged trade among
the three North American countries. Kraft Foods de Mexico, a wholly owned subsidiary of Kraft Foods, had
traditionally imported product into Mexico to be marketed within the local market. The macro devaluation of
Mexican currency in that same year rendered imported product too expensive to be successfully marketed within
Mexico. The challenge would be achieving plan in a declining market shocked by economic turmoil and currency
devaluation. It was determined to leverage the low cost of Mexican manufactured products and export Mexican
products to the United States marketing to Mexican-Americans in the southwest U.S. Challenges to marketing
Mexican products in the U.S. included reformulating the product, creating bilingual labeling, registering product
trademarks, contracting firms specializing in the Hispanic market, and selecting strategically located warehouses.
Action Plan:

Conducted market research to secure consumer insights and determine potential products for development in the
U.S. Gathered and collated all data to develop a situation analysis.

After careful consideration of several potential products, selected a well-established, high-margin powdered
beverage product for initial launch.

Refocused a marketing, logistics and administration team to concentrate on this new and non-traditional project,
communicating the benefits and potential for future growth. Mapped out process changes, reassigned
responsibilities, and secured collaboration from key departments critical to the project’s development.

Collaborated with R&D on product reformulation to meet U.S. government entry requirements while
maintaining the product’s traditional flavor profile.

Collaborated with legal department to successfully contest seven different U.S. trademark registrations in order
to market the product in the U.S. under its successful, long established brand name.

Created a multiple-unit pricing strategy designed to induce consumers to increase unit purchases per store visit.
Competitive pricing also encouraged consumer trial across the entire flavor range and was generally accepted
by the trade.

Utilized trade contacts and recommendations to evaluate and select a strategically located warehouse and an
independent U.S. sales force specializing in Hispanic market development. Developed and conducted product
training, including ideal shelf positioning and sales presentation.

Evaluated several Hispanic ad agency presentations and selected an innovative agency with specific expertise
and experience in the Mexican-American market.

Directed the preparation of sales and marketing plans for launch that included media and event marketing.
Trade and merchandising plans included consumer sampling, store-level features and displays, and sales rep
incentive programs.
Results:
The project returned $12 million in incremental revenue in the first 18 months, a record timeframe for a new product
introduction. Product achieved 72 percent initial distribution coverage in the targeted area: California, Texas,
Arizona, and New Mexico. Product reformulation yielded a cost reduction. The project development, from concept
to shelf, represented the first-ever foray into the Mexican-American market. Its success firmly positioned the brand
for continued growth and laid the foundation for franchise development in the growing U.S. Hispanic market.
Key Accomplishment Summary
Ena Garay
Restructured International Operations to Boost Revenues and Cut Costs
Situation:
The Latin America-based sales and sales operations department of a large music marketing company with offices in
Mexico, Venezuela, Colombia, Brazil, Chile, and Argentina was in need of a major upgrade. Rapidly evolving ecommerce developments and a consolidating customer base resulting from the market entry of large multinational
retailers dictated the need for a sophisticated state-of-the-art sales force to address these issues and further develop
the business. The company was falling behind as the competition engaged customers in online channel development
and promotions. There was a clear need for specialized training, the dissemination of best practices and personnel
restructure at various levels within the organization.
Action Plan:

Conducted a formal evaluation of the existing skill set within the sales and sales operations department.
Identified weaknesses in negotiation skills, returns management, computer utilization, presentation skills and
time management. Also detected a wealth of strengths such as product knowledge, relationship management,
and a passion for the business.

Restructured the sales force, recruiting at junior levels from local college placement programs and training newhires in an intensive orientation program. Replaced management at various levels.

Established region-wide training programs to upgrade professional selling skills. Contracted with local
computer training center for ongoing programs. Budgeted for and provided laptops for salespeople to facilitate
tracking and utilization of effective sales tools.

Redesigned the bonus incentive plan focusing on profitability rather than the existing volume objective.
Returns management is a key driver boosting profitability—established incentive plan components focused on
effective returns management.

Implemented policies designed to promote and encourage interdepartmental cooperation, particularly among the
finance, sales, operations, and marketing departments. Policies included creating cross-functional “launch
teams” utilizing Gann charts to monitor and follow through on new product releases. Emphasized collaboration
on returns management.

Once training permeated the organization and best practices were in place, introduced trade marketing, key
account management, and category management concepts to maximize revenue by channel, customer, and
product category.
Results:
Revenues increased 17 percent while customer discounts remained constant in a $240 million market. Returns were
reduced 60 percent representing a net savings of $11 million. The Internet was incorporated as a commercial tool,
encouraging e-commerce development. In response, Brazilian e-tailing went from 0 to 7 percent of total volume in
the first year, the highest figure of any company division. Success in this endeavor is attributed to recruiting and
developing the right people as well as focusing on customer relationship management. Morale was significantly
improved due to the implementation of a more rational incentive program.
Key Accomplishment Summary
Ena Garay
Turned Around Declining Business
Situation:
A leading money remittance company offering worldwide consumer fund transfers faced an unprecedented and
highly competitive environment. The company’s volume and share was being eroded by a multitude of small, low
cost competitors specializing in serving specific ethnic communities. The competitors’ ethnic focus generated large
volumes with economies of scale that allowed for increasingly competitive pricing. The company boasted favorable
points of differentiation vs. the competition—more numerous convenient locations and greater speed of delivery—
but extensive research indicated these were either not being perceived by the consumer or, if understood, were not
seen to justify the higher price. It became apparent that a pricing adjustment strategy supported by a communication
campaign was necessary. Financial projections revealed a substantial decrease in profit under the new pricing
structure but failing to address the issue threatened continued volume erosion. The decision was made to execute
the new strategy including pricing restructure accompanied by a multi-lingual ethnic marketing campaign with the
expectation that the initial profit shortfall would be compensated by an increase in volume.
Action Plan:

Conducted extensive competitive research provided by field personnel.

Prepared the business case detailing the strategic objective and action plans including marketing, pricing, agent
communication, and timing.

Successfully tested the new price adjustment and benefit communication strategies in key demographics in a
carefully selected high usage market against a control market. Results verified the strategy was on track.

Communicated the strategy to cross-functional teams, ensuring buy-in and commitment by detailing the
anticipated benefits.

Prepared and executed the sales and marketing plans. The media plan targeted hi-usage consumers in large
ethnic markets, communicating the company’s superior value proposition. Sales plans focused on key agents in
critical geographies and clearly communicated the increased volume effects of the superior value proposition.
Above-the-line marketing was supported by language-specific merchandising material to appeal to the target
consumer.

Led cross-functional team of marketing, operations, sales, and logistics professionals, monitoring campaign
development from concept to successful launch and fine-tuning when necessary

Directed post-campaign tracking and monitoring.
incorporated and maximized in future campaigns.
Absorbed learnings and recorded successes to be
Results:
After an initial drop in profits caused by the lower price, volume began to increase. Month-over-month volume
increased until the resulting profits equaled pre-campaign levels. Breakthrough marketing communicating the
superior value proposition and continued word-of-mouth further generated significant volume gains captured from
the competition. Shortly thereafter volume gains delivered and then surpassed original plan profit projections. The
campaign’s success defended against aggressive competitive activity, reversed a downward trend, enhanced brand
image, clearly communicated benefits, and positioned the company’s service as the best-value-for-your-money
alternative.
Key Accomplishment Summary
Ena Garay
Launched a New Profit-Generator in Record Time
Situation:
The client, a leading money remittance company offering immigrant worker consumers a fast, convenient, safe, and
cost-effective means to transfer money overseas had just signed a new banking agent in Brazil as a funds receiving
agent. The project was to establish a new service offering Brazilian consumers in Western Europe and Asia (the
UK, Benelux, Spain, Portugal, Germany, Italy, Australia, and Japan) the opportunity to transfer funds to their
families in Brazil. The new agent, the number one private bank in Brazil, would provide 3,289 additional points of
distribution in a remittance market valued at $4.6 billion with an anticipated 15 percent annual growth.
Action Plan:

Researched the Brazilian population in the sending markets in order to prepare an effective marketing plan
tailored to the target consumers in each country. Research included consumer insights, competitive assessment,
ideal ethnic marketing vehicles and marketing mix per country.

Communicated the project objective to a multi-functional team of sales, marketing, and operations personnel.
Prepared and presented a project overview detailing market and consumer characteristics, competitive analysis,
and pricing requirements per country as well as a new agent profile. Assigned roles and responsibilities
ensuring follow-through at each stage of project development.

Prepared the marketing strategy, communicating the value proposition including new agent’s numerous and
convenient distribution locations, competitive pricing, and safe and rapid distribution of funds. Each country
required a campaign tailored specifically to that market’s characteristics, taking into account language,
population, media, agent structure, competition, market potential, and marketing mix. Marketing plans included
media, Web marketing, merchandising, pricing, and consumer promotions.

Established a market-specific pricing strategy considering a competitive environment designed to maximize
volume, revenue, and profits per market.

Coordinated launch activities with European headquarters in London, Latin American regional headquarters in
Miami, the receiving agent in Sao Paulo, Brazil, and Operations Central in Denver, Colorado.

Identified key agents in Brazilian areas and targeted them for increased merchandising. Prepared the sales plans
with volume objectives and organized sales motivation contests that included cash prizes and awards for
increased distribution.

Motivated key agents with contests rewarding volume increases and coverage in press releases and company
journals.

Tracked results per country, fine-tuning activities as necessary.
Results:
Marketing and sales plans were successfully executed region-wide. The new service was launched within a record
breaking time frame with 100 percent coverage in all countries laying the foundation for future growth of the
important Brazilian market.
Industry Insights
Ena Garay
Building a Successful International Business
Strategic Alliances
Economic globalization will increasingly lead to the formation of strategic alliances. Adhering to key principles and
guidelines increases the likelihood of their success. One must ensure the potential partners share short- and longterm objectives in order to reduce the divergence of ideas and efforts. A common culture, shared business, and
ethical standards will enhance communications, transparency, and effectiveness. The partners should have
complementary strengths and weaknesses so each leverages its strengths—resulting in a stronger and more effective
alliance. Principles and processes guiding conflict resolution and the relationship in general must be drafted and
agreed to by all parties concerned so the partnership will run smoothly.
Market Entry Strategies
Entering new markets is frequently viewed as an extension of an already existing business. As a result, many
companies bypass basic marketing principles requiring rigorous market analysis. Only after conducting careful due
diligence can one design a product or service offering and corresponding marketing programs. Identification of
objectives, opportunistic sales, and positioning for long-term market driven growth will determine the preferred
mode of entry—in-country distribution, joint-venture, merger, or acquisition.
Regional Office
Once the country has been selected using criteria such as logistics and legal requirements, the next step is to identify
local counsel and accounting advisors. These are frequently the same as in the home market but at times may differ
due to local expertise and conditions. The legal entity format will depend on the businesses strategy and objectives.
This usually requires minimizing tax implications and reducing reporting requirements. In addition, the required
office space must be located and systems support and staffing must be identified using agencies specializing in these
areas. Finding and recruiting the right human assets will also be critical to the enterprises’ success.
Overseas Distribution
Depending on a company’s level of international development, in-country distribution may be the preferred form of
market penetration. Once a country has been selected based on such criteria as regulatory environment, market size
and potential, and cost of entry, the selection process can begin with research done in the home country. There are
various U.S. government agencies and trade associations that provide a wealth of data to begin narrowing the
selection. Trade publications and events are also an excellent source. An in-country visit will further narrow the
possibilities utilizing trade leads, competitive evaluations, local government assistance, and potential candidate
interviews. Key factors to consider in selecting a distributor are financial stability, complementary and not
competitive products or services, site inspection, willingness to assign a dedicated resource, market leadership or
track record, and marketing savvy.
Effective Marketing
Effective international marketing begins with the understanding that although all markets have certain
commonalities, they are also very different in ways that are not immediately discernable to the foreign eye. The
key is understanding consumers and identifying their needs through extensive market research. Focus groups can be
especially effective in securing consumer opinion. The advertising agency used in developing the offering should be
local or have local representation. Staff with a thorough knowledge of market characteristics and idiosyncrasies will
be most effective in communicating the desired message and creating, maintaining, or enhancing the brand image.
Language skills and an affinity for different cultures are great assets when marketing internationally.