Experience

Nimble Studios

• Design Services
• 1 - 100 Employee

• Partner | Chief Business & Strategy Director

  • Jan 2020 - Present



Procter & Gamble

• United States
• Manufacturing
• 700 & Above Employee

• P&G's Honorary Brand Mastery Society inductee

  • Nov 2015 - Jun 2019

  Honorary leadership group appointed by company CMO, recognizing brand leaders that have excelled at acquiring Brand Building mastery, have pushed company thinking & capability, and are actively sought out by senior leaders for advice. Formerly known as Harley Procter Marketers.

• Brand Director - Latin America: 'P&G' Corporate Brand + In-store Design Hub leader

  • Mar 2012 - Jun 2019

  CHALLENGE: Create and lead a team of in-store design experts that drives business building design and organizational efficiency through productivity and aggressive headcount reduction. Elevate strategic relevance and business building potential of the corporate P&G brand.RESULTS:• Developed an In-store Design team that was recognized globally as best-in-class.• Led Latin America to become P&G’s standard of excellence for how brands look in-store. • Developed a new corporate "Superiority" campaign for brands such as Pantene, Gillette, and Pampers that grew overall and value ratings, purchase intent, and core equities as much as 20%, and delivered returns 4X vs. single brand benchmarks.• Won Best Global Marketing Program Award (2015) for the pioneering "Superiority" program, cited as best-in-class worldwide by CMO and CEO.

• Brand Director - Latin America: Design Head & In-store Capability Leader

  • Nov 2007 - Feb 2012

  CHALLENGE: Increase the relevance and business impact of the Design function in the region. Drive In-store Marketing & Design capabilities and processes for the development of in-store materials for all brands in the region. RESULTS:• Completely reframed the value of Design from working on packaging alone to strategic involvement in brand experience, TV advertising, benefit visuals, and in-store communication and merchandising vehicles.• Drove Design in Latin America to increased credibility with high strategic influence vs. the tactical and executional role it played before.• Hired and developed managers to become top talent and qualify for high-profile roles in the global hubs of the USA, Geneva, and Singapore. Latin America became a net exporter of talent with above fair share of global Design top talent.

• Brand Director - Brand Operations Brazil

  • Oct 2005 - Oct 2007

  CHALLENGE: In face of the prevailing extremely high media costs in Brazil, develop a new business model leveraging in-store visibility and branding as the key marketing lever; implement the model with launch of Pantene in the competitive Brazil market. RESULTS:• Created the "In-store Machine" business model that ignited explosive growth for Pantene from day 1 and unprecedented sales and ROI for all of Brazil's core brands. • Won praise of CEO who personally advocated for global adoption of the strategy for markets with extremely high TV media costs.

• Brand Manager Fabric Care - Ariel Brand for Brasil, Argentina & Chile

  • Aug 2003 - Oct 2005

  CHALLENGE: Fix a 5-year declining and dying business by relaunching the Ariel brand in Brazil with a winning advertising campaign in a region dominated by entrenched global competitor with +80% market share. RESULTS:• Recommended a bold packaging change for the brand and launching the first-in-market liquid in the category to establish high ground and change the category dynamics.• Despite a 70% budget cut just 6 months in, reversed the 5-year decline, doubled market share from 2% to 4%, and became profitable for first time ever. Won Best Global Campaign Award for ‘How I discovered Ariel’ (2005).• The Ariel liquid launch was a key milestone and turning point for the brand, overdelivering launch objectives and becoming the growth and profit engine for the brand and category. The powder version was eventually discontinued due to the competitive edge of the liquid detergent and its much healthier structural economics.

• Brand Manager - Carrefour Sales team

  • Mar 2000 - Jul 2003

  CHALLENGE: End deep commercial issues and a year-long boycott in Carrefour stores, P&G's largest customer in Argentina. Build a strong marketing partnership to drive joint sales and brand/store equity. RESULTS:• Conducted 3-month market research analysis that overwhelmingly proved that lack of P&G brands in-store was impacting Carrefour's topline growth. Loyal P&G shoppers were choosing not to shop in Carrefour stores. • The finding quickly eased daily commercial battles for back margin improvements and business resumed as Carrefour came to recognize that P&G was a valuable strategic partner more than just a commercial relationship.• Refocused on winning joint market plans and within a year developed differentiated activities and Carrefour-exclusive big bang brand activations that made Carrefour P&G's fastest growing customer.

• Assistant Brand Manager - Fabric Care Argentina

  • Dec 1996 - Feb 2000