Track Record

A detailed record of process re-engineering, application development, project management, finance, and business development work — organized by discipline, in the same Situation / Task / Action / Result format used to evaluate it internally.

Process & Workflow Development

Finding where a process was breaking down, redesigning it, and putting a new one in place that actually held up.

Invoice Process Re-engineering

Pernod Ricard USA

Situation: An internal audit found discrepancies in the invoice process.
Task: Understand and document the current "As Is" state, capturing every issue in it.
Action: Developed a "To Be" process addressing every issue found, streamlining and automating the process so information moved electronically.
Result: The new automated process improved backup sufficiency, improved distributor incentive monitoring, ensured the correct products were charged, matched invoices to AR correctly, sped up receipt of proper documentation, eliminated charges for non-PRUSA product, and enabled full invoice payment instead of open balances — a savings of $200K.

Depletion Data Discrepancies

Pernod Ricard USA

Situation: Consistently receiving depletion data differences from RNDC for both on- and off-premise channels.
Task: Investigate an automated solution by researching the capabilities of both RNDC and PRUSA's own systems.
Action: Developed a process to send depletion data and all related fields from RNDC's BDN system to PRUSA electronically.
Result: Incorporated a monthly electronic submission process, validated monthly by PRUSA, that eliminated most future data discrepancies.

Annuity Division Process Improvement

MetLife

Situation: A large percentage of annuity-related documents and money were missing or lost going through the mail room.
Task: Find a viable solution where each document is touched once, then archived.
Action: Developed an image and workflow system that scanned documents through a FileNet system immediately on receipt, indexed them to an Oracle database, and routed paperwork to the appropriate departments/individuals depending on document type — all while adhering to the regulations governing annuity document processing.
Result: A streamlined electronic image and workflow system that improved the efficiency of processing annuity applications and documentation, estimated to save the company $4 million.

Deduction / Broker Commission Alignment

Situation: Constant discrepancies in clearing deductions on a timely basis.
Task: Investigate the discrepancies and the reasons for delays in clearing deductions.
Action: Findings traced the delays to brokers being slow to validate deductions with proper backup documentation.
Result: Incorporated a new process tying commission payment to timely deduction validation — otherwise commissions were withheld — which substantially improved validation turnaround.

Information Flow Improvement

Situation: Inconsistent information from the field, needed to process invoices, understand trade spending, and produce an accurate forecast.
Task: Understand the reasons for the delays and provide a solution so information reached the system on time.
Action: Mapped the flow of information and the timing of the actions needed to perform the required reporting.
Result: The new process let everyone involved schedule their submissions accordingly, resulting in more accurate and timely reporting.

NEW Product Forecast Improvement

Pernod Ricard USA

Situation: Poor communication and understanding across departments on their role in producing an accurate forecast for new product launches.
Task: Research each department's process and involvement in the new-product-launch cycle.
Action: Built a workflow depicting how and when PRUSA Finance, Marketing, and Sales are each involved, and how information flows between them.
Result: Each group understood exactly what information the marketing team needed for an accurate forecast, and when.

Vendor Management Improvement

Campbell's

Situation: Numerous complaints from sales users about computers not being serviced on time, or arriving back with issues.
Task: Met with the service vendor and walked the entire process to find where the servicing issues originated.
Action: Built a process for the vendor to follow that expedited computer servicing, plus an escalation list for issues that needed to be raised directly with Campbell's.
Result: Re-engineered computer service and repair to be more cost- and time-efficient: cost down 30%, turnaround time down 42%, customer satisfaction up 65%.

Equipment Procurement and Installation

Situation: Finance was concerned about equipment costs and whether equipment was being properly prepared for sales use.
Task: Assessed current assets by building an asset management database, then used it to run a needs analysis on computer and software requirements by position, including a lease-vs-purchase cost comparison.
Action: Worked with IT, the service vendor, and finance to develop a new, cost-saving, efficient process for procuring and installing new equipment.
Result: Re-engineered computer service and repair to be more cost- and time-efficient: cost down 30%, turnaround time down 42%, customer satisfaction up 65%.

Sell Sheet Creation and Distribution

Situation: A large volume of requests for customized sell sheets, with frequent revision cycles for region- and key-account-specific versions, against limited resources to produce them.
Task: Control the request volume and revision cycles by building templates usable across many users with minimal changes.
Action: Created a template library and a simple process ensuring requester needs were met, revisions stayed minimal, and a production schedule could be maintained.
Result: Users got timely, creative, informative sell sheets to support new product placements, distribution opportunities, and promotional activity.

Application Development

Building the actual tools — websites, databases, and reporting applications — when an off-the-shelf option didn't fit the budget or the requirement.

Low-Cost, AI-Built Website & Client Portal

Situation: A consulting firm needed a low-cost website with a client portal, built on a tight timeline.
Task: Assess what was available in the market for low-cost website builders — every option found had real limitations for building a client portal affordably.
Action: Used AI platforms (Claude & Perplexity) to build the site from scratch: HTML, CSS, and JavaScript on the front end, Firebase on the backend, hosted on Firebase Hosting/GitHub.
Result: After several iterations of AI-assisted development, a fully functional site with a live client portal, scheduling, and contact-email notifications — this website.

In-House Website Development

Horizon Marina

Situation: A family start-up with limited funds needed to build brand awareness and a sophisticated website for customers to learn about the marina and boat inventory.
Task: As VP of Sales & Marketing, investigated coding and editing platforms to build a sophisticated site on a low budget.
Action: Built the site using Dreamweaver, GoDaddy for hosting, and PHP/HTML/CSS/JavaScript for the front end — self-taught from manuals, blogs, and other web resources.
Result: Delivered the brand recognition needed, an informative portal for marina services, and new prospect generation for boat sales.

Multi-Data-Source Category Analysis Application

Campbell's — Fleming

Situation: As category captain for a major distributor, category analysis required combining 3 separate data sources across 33 product supply centers to get a full picture of volume and financial performance — a simple SKU optimization took many man-hours just to validate the data.
Task: Automate validation and reporting across the combined data sources.
Action: Requested corporate funding to hire a consultant and build a database that validated the data and produced a set of reports defined by specific business requirements.
Result: Ran category analysis across 28 of Fleming's 33 product supply divisions nationwide, surfacing roughly $2.5 million in sales/inventory opportunity.

Promotional ROI Analysis Application

Situation: Needed to improve sales and profit by becoming more efficient with promotion across key brands.
Task: Assessed current promotion effectiveness by analyzing key-brand promotional ROI over the prior 3 years, by location, and identified the areas needing the most improvement. Built ROI scenarios for improved promotion effectiveness and reviewed them with the management team.
Action: Developed a training program, use cases, and field evaluation tools for field sales managers and reps to evaluate their own promotions against KPIs, with a built-in management review workflow.
Result: Improved promotional efficiency by 26%, with knock-on gains in trade spending efficiency, forecasting, and AOP planning that increased sales and profit.

Corporate Portal

AAA

Situation: Needed to become more effective and efficient in day-to-day operations by streamlining work processes and information flow across the company, to customers, and to partners.
Task: Met with AAA personnel to develop the business requirements.
Action: Used those requirements to build an approved prototype.
Result: Involved through requirements-gathering and the prototype build; left the company shortly after, before rollout results were known.

CRM Database

Horizon Marina

Situation: Needed a database to capture the full range of information on each boat prospect — from whether they had a trade-in to the specifics of what they wanted in a new boat.
Task: Find a cost-effective CRM solution capable of storing over 140 data points per prospect.
Action: Used Outlook Business Contact Manager to capture and report the information in a form salespeople could act on to close the sale.
Result: Built a data-gathering workflow for salespeople and used the resulting data for email marketing campaigns — contributing to a 25% increase in marina services/accessories sales through cross-selling.

Project Management

Corporate rollouts and cross-functional initiatives, delivered on time and on budget.

Windows NT Rollout

Situation: A corporate initiative to upgrade every computer's operating system to support current software needs.
Task: Use the asset management database already built to design a scheduled, phased rollout across all US sales and HQ users.
Action: Developed the rollout plan in collaboration with IT and the service vendor, and gave finance a detailed cost analysis so funds could be allocated appropriately.
Result: Completed on time and on budget, with minimal sales-user downtime — outgoing computers were collected and replacements shipped immediately.

Printer / Peripheral Upgrade

Situation: An IT initiative to upgrade printers for every region and sales user nationwide.
Task: Research which printer offered the best capability and quality at a reasonable cost.
Action: Ran a cost analysis, secured finance approval, and worked with procurement to purchase the selected printers and peripherals.
Result: Completed on time and on budget, with 95% user satisfaction.

Sales Business Process Re-engineering

Situation: A $5M corporate initiative to re-engineer the sales business process for market efficiency and effectiveness — also the catalyst for a future information portal.
Task: Partner with IBM to gather the necessary business requirements.
Action: Assembled a cross-functional team and facilitated workshops to gather requirements.
Result: Completed on time and on budget; business requirements and lessons learned were handed off to the Phase II team.

Payment System Upgrade

Situation: A finance department initiative to upgrade the payment system for sales and HQ users.
Task: Work with the payment software provider to negotiate new terms and define IT requirements.
Action: Provided the IT and service vendor team with requirements and installation instructions.
Result: Completed on time and on budget.

Finance

P&L ownership, forecasting, and the ROI analysis behind funding decisions.

P&L Management — Atlantic Business Unit

Pernod Ricard USA

Situation: Responsible for the P&L of the Atlantic Business Unit — $105M in sales across 5 markets and over 40 brands — including commentary on gains and losses.
Task: Each month, analyze the P&L impact from depletions, overhead, warehouse, size, and marque, as well as competitive activity.
Action: Worked directly with the Atlantic BU business leader and market managers to understand local market conditions.
Result: Delivered a 5% profit gain for the fiscal year.

Monthly Forecasting

Pernod Ricard USA

Situation: Responsible for the Atlantic BU's monthly forecast, with commentary explaining variance to budget by state and key brand.
Task: Worked with the Atlantic BU sales team to identify where they needed analytic insight into market conditions and promotional activity.
Action: Provided ROI scenarios to adjust the forecast and to request additional funding where warranted.
Result: Forecast accuracy of 75–85%, which improved further once a sales recap tool was introduced.

Forecasting / Budget Obtainment Report

Pernod Ricard USA

Situation: The sales team needed to better understand their own performance to produce better forecasts and understand what was needed to hit objectives.
Task: Worked with senior management to understand their vision and requirements for an impactful report.
Action: Built a report with a full fiscal-year view across 4 years of data, an auto-adjusting DTG line for each brand and market by month/3-month/6-month/total year, and monthly seasonality.
Result: Forecasting improved, and funding could be directed to the markets and brands with the greatest ROI.

Break-Even Analysis

Pernod Ricard USA

Situation: Moving toward a more profit-centric sales culture, senior management asked for a simple but effective way for a salesperson to input the necessary parameters.
Task: Develop a simple, effective tool to depict gross margin based on either dollar sales or unit sales.
Action: Built a spreadsheet that met the requirements for calculating gross margin.
Result: Senior management adopted the spreadsheet as a standard tool for evaluating promotional ROI.

Sponsorship ROI

Pernod Ricard USA — Absolut

Situation: Senior management requested an ROI analysis for a proposed sponsorship with a major casino.
Task: Research the parameters needed to build a compelling case for — or against — the sponsorship, given its cost.
Action: Built an ROI template accounting for current traffic trends at the casino, advertising value, and other benefits.
Result: Presented a potential impact of a 672% increase, or $1.8M in gross margin, with additional benefits factored in. For undisclosed reasons, the funds were ultimately re-allocated elsewhere.

Business Development

Turning data and market research into sales tools, targeted campaigns, and org-design decisions.

Jameson 2nd Shelf Placement Initiative

Pernod Ricard USA — Jameson

Situation: Corporate challenged the team to get retailers to give Jameson a 2nd placement in-store, or move it from the Irish Whiskey section into American/Canadian Whiskey.
Task: Research the analytical facts that would best support a sales brochure convincing retailers to make the placement.
Action: Built a sales brochure combining sales trends, category and competitive ranking, demographic data, market basket analysis, promotional effectiveness, and the results other retailers had already seen from the switch.
Result: The 87 retailers who switched saw an 11.5% increase within the first 6 months, with some seeing as much as 57.8% growth. HQ allocated 10,000 copies of the brochure for use in every other region.

Job Role Enhancement — Business Systems to Business Information Analyst

CSC

Situation: Needed to migrate the Business System Specialist role into a Business Information System Analyst role, leveraging CSC's information systems in coordination with functional groups to develop business-solution analysis for the customer.
Task: Research each region's current needs and determine the qualifications, roles, and responsibilities the position required.
Action: Built a job description, roles/responsibilities/accountabilities, a skills assessment, and qualification levels based on stakeholder feedback across the regions.
Result: Stakeholders were satisfied with the finished design; left the company before it was implemented.

Targeted Opportunities

Situation: Senior management requested a targeted account list for each salesperson, prioritized for the most impact in the shortest amount of time.
Task: Source demographic data by category and zip code, retail account lists by zip code, and category sales by zip code.
Action: Compared the demographic data against brand demographics by zip code to build an Opportunity Index, then matched it to the retail account list to produce the targeted list.
Result: The targeted list drove a 172% increase in distribution.

Sales Tools

Situation: The sales team needed help selling in a new product, gaining distribution, or securing promotional activity at retail.
Task: Gather requirements and objectives directly from the sales team.
Action: Sourced additional market information not otherwise available in the field and built a fact-driven sales tool for the team.
Result: The sales tools gave the team what they needed to hit their objectives.

Advertising / Email Campaigns

Horizon Marina

Situation: Needed to build brand awareness and keep Horizon Marina top-of-mind for prospects considering their next boat purchase.
Task: Gather inventory and pricing information for used boats, and the list of prospects interested in a particular style.
Action: Created eye-catching, informative advertisements, sell sheets, and a targeted prospect list for each boat.
Result: Advertisements generated roughly 10% of used boat sales; an email campaign to over 900 prospects generated roughly 15% of new boat sales.

Internet Search Banners

Horizon Marina

Situation: Needed to build brand awareness and attract new prospects in the market for a new boat.
Task: Determine the messaging that would create brand awareness and attract prospects.
Action: Built banner ads across separate categories — cruisers, bowriders, deck boats, sport boats — with catchy copy to catch a prospect's attention.
Result: Generated new prospects and boat purchases, with click-through rate consistently above the category average for the area.

HMG Brochure

Horizon Marina Group

Situation: Needed a brochure for prospects visiting the marina and attending boat shows, as part of the broader marketing and sales strategy.
Task: Determine the most important information to include for both local prospects and transient boaters.
Action: Created a brochure depicting HMG's family-owned identity, the services offered, and the attractions surrounding the marina's location.
Result: Generated measurable follow-up interest in marine services, slip rentals, and new/used boat sales.

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