Charles J. Wahr, Jr.
Web Portfolio: http://webprofile.info/cwahr/
M: (413) 219-2026
Winchester, VA 22603
Email: cjwahr@gmail.com
SENIOR BUSINESS EXECUTIVE
CEO / GM / SVP Marketing or Sales
Exceed revenue goals, optimize operations, and drive top and bottom-line performance across global operations
through rich knowledge of product sales, market positioning, brand management, and growth strategies. Expert at
eliminating barriers, identifying trends, developing strategic and tactical plans, and differentiating products. Strong
leader with innate ability to keep teams focused on clearly defined goals. Business strategist who achieves exceptional
results through motivation, commitment, and expertise in:
Core Qualifications
 Business Performance Improvement / Metrics
 Capital & Operational Budget Management
 Leveraging Strategic Global Partnerships
 Executive & Organizational Development
 Complex Project & Program Management
 Market & Brand Definition / Product Penetration
 Leadership & Multifunctional Collaboration
 Situational Analysis / Solutions Development
 M&A / Restructures / Change Management
 Strategic / Tactical Planning & Execution
EXECUTIVE EXPERIENCE
Newell-Rubbermaid, Inc.
2003–2013
VP & GM, Rubbermaid Commercial Products, North America, Winchester, VA (2011–2013)
Managed team of 140 with $600 million P&L accountability for, selling and marketing more than 4,000 brand-named
products to 2,200+ customers for $6 billion owner of well-known brands including: Rubbermaid & Rubbermaid
Commercial Products, Sharpie, Calphalon, IRWIN, LENOX, Waterman, Graco, and Papermate.
 6% growth on $600 million-dollar base, in year one, driven by organizational restructuring and strengthening
field sales teams.
 $8 million sales growth in declining $70 million segment reached after reorganization and fresh channel plans.
 Delivered near double-digit growth, with historic sales volumes, over four straight quarters following
deployment of channel marketing and business plans.
 Overhauled North American pricing strategy and drove 99% reduction in purchase order errors following indepth study of process.
 Drove engagement and loyalty following reorganization via communication and empowerment.
 Secured historic, quarter-end promotional buys from leading wholesaler following pricing strategy deployment
and top-to-top negotiations.
Newell-Rubbermaid, Inc.
VP Sales, North America Selling Organization, Professional, Huntersville, NC (2010–2011)
Led 20-member sales team driving business in hardware and co-op channels for seven divisions.
 7% sales increase delivered from channel that traditionally grows less than 2% by reorganizing team to align
with corporate strategy and customer demands.
Newell-Rubbermaid, Inc.
VP & GM, Worldwide LENOX Band Saw Blades, East Longmeadow, MA (2008–2010)
Accountable for all global business functions of $140 million LENOX band saw blade division.
 $65 million in revenue generated over six years by analyzing market opportunity, deploying new products, and
introducing go-to-market strategies globally.
 $45 million sales growth outside U.S. reached in six years by penetrating new countries including Russia,
China, Brazil, and India.
 100+ new sales, marketing, and leadership roles recruited, trained, and deployed worldwide from base of less
than 100.
Charles J. Wahr, Jr.
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VP & GM, Worldwide LENOX Band Saw Blades, (continued)
 One year reduction in training time, after establishing "LENOX Institute of Technology," used for training sales
team and customers

Global market share leader achieved after six years with dominant position in North America.
Newell-Rubbermaid, Inc.
Director of Marketing, LENOX Band Saw Blades, East Longmeadow, MA (2005–2008)
Contributed to increased global performance across all metrics.
 300% gross margin improvement after selling $4 million product segment and outsourcing production to buyer.
 30% reduction in SKUs after introducing new inventory management process.
 27%+ of sales from new products achieved following robust new product development process.
 $5 million in sales from new product launched in China, for Chinese market, after intense research and
product development process.
Newell-Rubbermaid, Inc.
Global Business Team Leader, LENOX Band Saw Blades, East Longmeadow, MA (2003–2008)
Led cross-functional team, charged with overseeing and developing “How We Win” strategies.
 $25 million sales growth achieved in EMEA by launching new products, building out sales team, and entering
new markets.
 Improved quality significantly by deploying a global instance of Salesforce.com that collected product
performance data from entire sales organization.
 100% capacity increase to enable substantial global growth driven by capital investment plans and operational
improvements.
Newell-Rubbermaid, Inc.
Senior Product Manager, LENOX Band Saw Blades, East Longmeadow, MA (2003–2005)
Accountable for global P&L for band saw product portfolio, consumer insights, and managing product roadmap.
 $4 million in sales generated by re-launch of breakthrough new product that only sold $88,000 prior to project.
 800 basis point improvement of gross margin by establishing proper mix management techniques.
Black & Decker (U.S.), Inc.
1995–2002
Program Manager, Business Development Manager, Service Center Manager, Multiple Locations
Developed near-neighbor business opportunities and reengineered business processes to drive efficiency and
customer satisfaction for $6 billion diversified, global provider of hand tools, power tools, and related accessories.
 $10 million in online part sales enabled in year one thru self-help interactive parts diagrams and shopping cart
functionality.
 Deployed $8 million systems project, on time and on budget, which included ERP, Store Systems, Product
Management Software & Internet functionality.
 15% reduction in headcount by centralizing services, automating processes and digitizing information.
 100% reduction in paperwork, driven by first of its kind on-line authorized warranty repair-submission process.
 $400,000 saved annually after leading project to deploy telephony infrastructure.
 50% reduction in lost calls by using Six Sigma to reengineer call-routing algorithms.
EDUCATION
M.B.A., Business Administration, Rensselaer Polytechnic Institute, Troy, NY
B.S. Magna Cum Laude, Sociology, University of Oregon, Eugene, OR
PROFESSIONAL DEVELOPMENT
Aspire Leadership Development, Atlanta, GA - Newell-Rubbermaid