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Click here or scroll down to respond to this candidate37185 Lord Baltimore Lane Ocean View, DE 19970 PHONE NUMBER AVAILABLE EMAIL AVAILABLEDELIVERING VISION, STRATEGY AND EXECUTION FOR MARKET GROWTH, PROFITABILITY AND SUSTAINABILITYA Career of Achieving Market Leadership throughStrategy, Insight and ExecutionJason Sales & Integrated Marketing; PRESIDENT / PRINCIPAL, Street Address Present Developing strategic business units in the FMCG, CPG, Health and Wellness and Organic-Natural-Gluten Free-Raw-Vegan industries together under one umbrella holding company, with investments with private equity investing companies, commercial real estate and acquisition opportunities. St. Josephs University, Philadelphia, PAUniversity of Delaware, Newark, DE andWest Chester University, West Chester, PAThree world-class universities teaching graduate and undergraduate courses. STRATEGIC MARKETING PROFESSOR, 2001 PresentInstruct graduate and undergraduate students in the schools Strategic Marketing programs in the universitys Business and Masters/MBA program. As of 5/19, Full Time Visiting Professor at SJU leading their Sales Certification program. Connecting with companies to develop sales skills through classroom, sales competitions and internships in sales. Shiloh Farms / PureLiving and SimPur Organics at Garden Spot Group, New Holland, PAOne of the first natural/organic product lines in US and a pioneer in the industry since 1942. VICE PRESIDENT SALES AND MARKETING, 2012 2013 Actively recruited by owner to lead Natural/Organic and Gluten Free product sales and marketing teams to strengthen their current position in the Northeast with their breath of product offerings and develop plans to take their Shiloh Farms brand national. Accountable for US sales and marketing, P&L, forecasting, category management, advertising and PR. Launched 140 new items and 2 new brands: PureLiving Organics(Food) and SimPur Organics (Household Cleaners).SC Johnson (formerly Sara Lee Household & Beverage), Racine, WI A $9B manufacturer of household consumer products in the FMCG and Specialty Industry.BUSINESS DEVELOPMENT CUSTOMER MARKETING,KIWI INTEGRATION SHOE CARE, 2011 2012Retained, following SC Johnsons acquisition of SLH&B, to spearhead integration of all sales and marketing operations. Led direct reports and national broker and held P&L accountability.Passionate and strategic senior sales/ categorymanagement executive who deliversmultimillion-dollar growth, margin improvementand profitable and efficient trade dollars forglobal Consumer Packaged Goods (CPG)companies. Excels at strengthening salesprocesses, product promotion and placement,client relationships, attracting new business andexpanding market opportunities. Assemblesand mentors top talent, instills a culture ofsuccess at all levels and creates roadmaps forsuccession and sustainability.Creating Business ValueFordham University, NY, NYMBA Strategic Marketing Management &Business LeadershipUniversity of Delaware, Newark, DEBS, Business Management and EconomicsKellogg Company Sara Lee Household& Body CareProject Lead,Process Improvement Director SalesCategory MgmtDirector, Div. SalesKey Account MgrDirector, Trade Mktg,Household Cleanersand Air CareUniqueIndustriesNatl SalesManagerSara Lee Household& BeverageDir NA Mass, Shoe/Foot CareDir, Global Brands CategoryMgmt, Shoe/Foot CareDir, Trade Mktg andCustomer Centric TeamsSC JohnsonBusiness Dev CustomerMktg, Kiwi IntegrationShoe CareShiloh Farms /PureLiving Org.VP Sales & MktgThe Jason GroupPresident / BusDevelopmentUniversity of Delaware, West Chester & St. Josephs University Strategic Marketing Professor/Sales Certification Program CAREER AT A GLANCEPHONE NUMBER AVAILABLEPHONE NUMBER AVAILABLEPHONE NUMBER AVAILABLE2 2023 FocusedLeadershipCross-functionalTeamsProduct/BrandDevelopment / LaunchOrganizational Design /DevelopmentCustomerRelationshipManagementStrategicAlliances /PartnershipsCategoryManagement / P&LNew Market / BusinessDevelopmentStrategicBusinessNational AccountDevelopment/ManagementSales PlanningManagementFast-Moving ConsumerGoods (FMCG)Contract Negotiations/Vendor RelationsDonald C. Townsend...201837185 Lord Baltimore Lane Ocean View, DE 19970 PHONE NUMBER AVAILABLE EMAIL AVAILABLE Sara Lee Household & Beverage, Exton, PAGlobal manufacturer and marketer of high-quality, brand-name products, acquired by SC Johnson in 2011.DIRECTOR NORTH AMERICAN MASS,SHOE AND FOOT CARE, 2010 2011Requested, by President of the Americas to head and ready group for sale to new ownership and rectify problems that occurred among some mass accounts. Accountable for customer-centric team alignment, distribution, merchandising, pricing, promotion, retail coverage, new item implementation and P&L for Wal-Mart, Target, Meijer and Kmart. Persuaded Wal-Mart to move shoe care center to the front of department, negotiated joint $48M retail sales goal, grew off-shelf sales 27.3% and placed 14,600 off-shelf displays to gain awareness and trial during peak seasons. Created and designed the Shelf of the Future custom merchandising system. Grew Shoe Care at Wal-Mart 15.3% in USA and 6.3% in Canada; Target by 8.8%, Meijer by 12.9%, and Hardware by 16% and delivered incremental $12M sales prior to divesting the brand. DIRECTOR, GLOBAL BRANDS CATEGORY MANAGEMENT,SHOE AND FOOT CARE, 2009 2010Chosen, by global President of Sara Lee International to simplify and implement KIWI Category Management review standards at the Top 25 Global retailers. Accountable for full global P&L and $16M investment budget. Revitalized category brand and 33,409 total new merchandising sets by strengthening global fact-based selling skills. Elevated brand through global Shoe Aid for Africa promotion that collected and delivered 200,000 pairs of shoes to the needy and first to deliver two containers of water/blankets/shoes to Haiti following the earthquake.DIRECTOR, TRADE MARKETING ANDCUSTOMER CENTRIC TEAMS, 2005 2008Brought back to Sara Lee to lead Trade Marketing once again and to deliver major change in the management of the Top 10 North American accounts. Developed processes that enabled collaborative efforts to improve inventories, categories, SKUs and packaging, among others to positively impact profitability, margins and customer relations. Developed strong trade relations, lowered inventory, reduced case packs, and grew consumption in mature category by spearheading customer-centric teams with Wal-Mart (US, Puerto Rico and Canada), Target, Kroger, Meijer, Safeway and Canadian Tire. Negotiated permanent end-cap displays, rationalized slow moving SKUs and added 25 new items at Meijer, growing total sales 35% and units 9.8% Delivered $32M incremental sales and reduced SKUs 10% and obsoletes 55% through new trade marketing initiatives. Donald C. TownsendUnique Industries, Inc., Philadelphia, PANATIONAL SALES MANAGER, 2003 2005Actively recruited by president to fill void within leadership structure and reorganize salesorganization, prepare for future and drive sales.Maintained accountability for US sales, trademarketing and customer service operations, P&L,forecasting, category management, advertisingand PR. Grew sales 16.1%, strengthened fulfillment andimproved profitability by reorganizing, sales,marketing and customer service to industrystandards, automating store levels orders,implementing forecasting by SKU, creating abusiness development process for FDM, club,party, dollar and convenience channels andimproving communications with The PartyPlanner, a client sales newsletter. Sold companys first distribution to Target,Kmart and Wal-Mart attaining 98 SKUs atTarget, 87 SKUs at Kmart, negotiating 35-storeParty Center test at Wal-Mart and capturedfirst-time business at Costco, Dollar General,Dollar Tree, 5 Below, McLane, and Walgreens.Developed system thatsimplified pricingfrom 39 price points to four while raising prices26.8%, growing business 29.7% in dollars and6.5% in units while maintaining 93.2% of SaraLees shoe and foot cares customer base.Designed custom merchandisingsystem increasingdollars and units 48% and 43% respectivelyand capturing 33,409 total new globalmerchandising sets.Awarded developing newPresidential Award foritem launch process that delivered anincremental $17M in fiscal year 2001 at SaraLee Household and Body Care.Revitalized and implementedcategory managementbest practices globally which drove revenueon projects 23.4% and profit 39.8%.Gained over 40,000 linear feetand $126.6M sales withinfirst year of creating Project Stretch.DYNAMIC RESULTS1311 Richmond Place Downingtown, PA 19335 PHONE NUMBER AVAILABLE EMAIL AVAILABLE QQQQHow would you describe your sales leadership philosophy? A. Sales leadership is all about developing people, using data sources effectively and building trust, integrity and honesty with customers and your team. My greatest asset is that I have a highly organized mind, capable of creating order out of confusion and making leadership decisions with limited information/data. I believe you dont teach a squirrel to swim or a fish to climb a tree but leverage peoples strengths against those focused and clear directives/priorities. I analyze situations quickly, determine appropriate responses, take action, actively read people because each employee/customer is unique. Being able to know that and adapt my approach to one that will work is what successful sales leadership all about.How has your experience working for some of the worlds most notable brands/companies shaped your management philosophy?A. It has given me a broad sales, marketing, operations and financial base from which I draw from to create value and achieve any companys strategic goals. It has also helped me realize that good ideas, even great ideas, sometimes dont get accepted. I appreciate the fact that the way you present an idea is just as important as the idea itself. When trying to influence people, I usually try to put myself in their position and think about their perspective. Im then able to present thoughts to them in a way more likely to succeed. Why is thinking of global implications when making decisions so important in todays marketplace?A. When developing new products, new categories or new merchandising programs, having a global insight gives you new innovative ideas but also saves you money. If you can take an idea or product globally your efficiencies of scale and ROI will be greater. Through global development of DMPP tactics (Distribution, Merchandising, Pricing and Promotion), fact-based programs and global launch of new items, my brands have a clear, clean presence in over 33,409 stores globally we did not have five years ago. How do you drive sustainable scale in a complexorganization and a competitive marketplace?A. To be successful in a highly competitive business environment, mountains need to be moved and landscapes need to be changed. I take the complex and break it down to simple steps and focus on the plan as if my grandmother could understand it. My proven record of negotiating ideas with Top 25 Global customers, developing fact/need-based new product introductions using research data, category management logic and customerProfessional RecognitionTesco Hungary & UK Vendor of the Year Award, 2010 Sara Lee: High Impact Award 2008, 2009; Presidents Award forGoing the Extra Mile, 2001Kellogg: Four Kellogg Golden K Sales Awards; National Sales Person of the Year, New York Division Direct Account; Western Zone Direct Account; National Direct Account; ; and New York Division In-Direct AccountDonald C. TownsendSara Lee Household and Body Care,Exton, PAA global manufacturer of household and personal care products.Charged with improving relations at Target,while leading the Target/Kmart MassMerchandiser and Fleming Wholesale Team.Directed an $18M business through threebrokers for headquarter calls, retail coverage,category plans and new item implementation. Grew Target sales 66% and profit 14.5% byidentifying and counteracting competitivethreat, filling key distribution voids andgaining incremental space through use offirst-ever broker coverage. Sold first off-shelf display, grew sales oncombined accounts 41% and displaced 82competitor SKUs. Grew Kmart sales 86% by negotiatingplacement of 1,500 permanent pharmacysidekicks.DIRECTOR, TRADE MARKETING, HOUSEHOLDCLEANERS AND AIR CARE, 1999 2001Recruited to develop trade marketingdepartment to facilitate launch of newEuropean developed products into the USwhile fostering innovation on current productlines. Accountable for category management,syndicated data, space planning andresearch. Built team and department fromscratch, formulated go-to-market plans anddirected $157M business. Launched eight new products and grewsales by $17M. Negotiated first price increase at Wal-Martin nine years, increasing company andclient profit $1.5M and $4.5M respectively.Kellogg Company, Battle Creek, MIProducer of cereals and convenience foods, manufactured in 18 countries and marketed in more than 180 globally. PROJECT LEAD, PROCESS IMPROVEMENTCATEGORY MANAGEMENT, 1997 1999DIRECTOR, DIVISION SALES,San Francisco Division, 1994 1997KEY ACCOUNT MANAGER,Memphis Division, 1992 1994UNIT MANAGER,Minneapolis Division, 1989 1991TERRITORY MANAGER,New York Division, 1987 1989SPEAKING PERSONALLY |
