Experience

Mad 4 Marketing

• United States
• Advertising Services
• 1 - 100 Employee

• Director of Marketing and Strategic Planning

  • Mar 2010 - Present

  Provide branding, strategic planning, integrated marketing, and program implementation services to current and potential clients of advertising agencies, and other companies with a need for contractual and flexible marketing expertise . Project manage deliverables including re-branding efforts, promotional and sales incentive programs, interactive (website, social media), direct marketing, advertising and public relations. Negotiate terms and conditions to fit the company's unique needs. Provide branding, strategic planning, integrated marketing, and program implementation services to current and potential clients of advertising agencies, and other companies with a need for contractual and flexible marketing expertise . Project manage deliverables including re-branding efforts, promotional and sales incentive programs, interactive (website, social media), direct marketing, advertising and public relations. Negotiate terms and conditions to fit the company's unique needs.



The Graceson Group

• President/Senior Consultant

  • Oct 2008 - Mar 2010

  Consulting Services including: Branding & Marketing Strategy; Program Planning & Implementation; Integrated Marketing Communications; Public Relations and Project Management Consulting Services including: Branding & Marketing Strategy; Program Planning & Implementation; Integrated Marketing Communications; Public Relations and Project Management



The Keyes Company

• Real Estate
• 700 & Above Employee

• VP, Marketing & Public Relations

  • Jul 2005 - Sep 2008

  As Vice President of Marketing and Public Relations at The Keyes Company/Realtors, directed all marketing efforts including brand management, advertising, event management, public relations, direct mail, and website/e-marketing. Launched two new company brands, the award-winning Keyes Luxury Portfolio and the Keyes Commercial Division, by combining creativity, infrastructure development, strategic alliances, and project management. Developed turn-key marketing programs for a network of 2000 realtors by establishing external partnerships, and teaming with internal company departments.



Warner Bros. Publications

• Vice President, Marketing and Public Relations

  • 1998 - 2005

  As chief marketing officer for Warner Bros. Publications, the print music publishing unit of Time Warner led a team of managers, external agencies, and vendors. Developed and implemented plans for advertising campaigns, media placement, direct mail programs, e-commerce, tradeshow and industry sales and marketing. Met tight deadlines; built and closely managed multi-million dollar budgets.• Built a cohesive business-to-business and consumer marketing plan that resulted in double-digit sales increases over a two-year period in a mature industry.• Led the launch of a multi-million dollar product line including branding, market research, packaging, campaign development, and sales program implementation.• Continuously improved quality, efficiency, and return on investment by establishing processes and measurements.• Designed and implemented a media and community relations program linked to corporate goals.



AT&T

• United States
• Telecommunications
• 700 & Above Employee

• Marketing Director; Regional Vice President

  • 1985 - 1996

  Built an AT&T regional presence to develop marketing strategies and build a positive company profile in the community. Led a team of 27 field deployed managers in increasing company earnings, analyzing the competitive landscape, and creating new consumer offers for long distance, wireless, and other telecommunications services. Directed field teams in the assessment of geographically unique opportunities. •Created a new regional office of marketing professionals - AT&T’s first consumer marketing presence in Florida. •Launched a direct mail and telemarketing program that enrolled one million customers in a regional calling plan.•Increased company earnings by $117 million through cost reductions and portfolio pricing changes. Created and implemented state-level pricing solutions tied to business unit financial goals.