Experience

스펙터 Specter
• South Korea
• Information Technology & Services
• 1 - 100 Employee
• Marketing Lead

  • Mar 2023 - Present


SIR.LOIN

• Australia
• Restaurants

• Marketing / 이사

  • Jan 2022 - Mar 2023

   Achieved Online Business Led Growth of 141% YoY - POS sell-through growth mainly led by Hanwoo category via series of IMC marketing campaigns- Business growth to KRW 20 bn in MY21 from KRW 8 Bn mainly led by online business- Promoted to lead marketing, online & B2B sales in Dec 2021 Led New Marketing Team Set-up for IMC Marketing Campaign & Online Sales Capability- Led setting up of new marketing team from ground up, establishing a new team covering covering brand management, performance marketing, design, sales analysts, CRM & e-commerce sales- Successfully led creating mutually supporting one-team culture, leading to 4.5 Jobplanet marketing team rating  Developed [Brand Message] Based IMC Marketing Campaign Strategy- Development of SIR.LOIN brand main message, while creating IMC messages strengthening the company brand message- Implemented budget strategy focusing on selected key seasons, achieving overwhelming share of voice vs competition- Led IMC marketing campaign capability development, simultaneously launching performance marketing, OOH, Youtube influencers, blog influencers, SNS, CRM activity, e-commerce events, aligning to one single brand message  Implementated Life Time Value Based New Consumer Acquistion and Retention Strategy- Led implementation of consumer life time value based CRM strategy- Based on calculated 12 month span consumer profit, implemented new consumer benefit program, membership program, mileage and coupon strategy

• Marketing Team Leader / 팀장

  • Mar 2021 - Jan 2022



Specialized Bicycle Components

• Sporting Goods Manufacturing
• 700 & Above Employee

• Marketing Lead / Marketing Manager

  • Aug 2019 - Jan 2021

   Turnaround of Business Led by Exponential Sell-through Growth becoming Biggest Market in Asia - POS sell-through growing at +98% in 2020 Jan-Oct vs 2019 Jan-Oct led by core bicycle categories - Business growth to USD 30 MN in MY20, growth of 30% vs MY19 after 3 years of negative growth - Overall business expected to reach USD 40 mn in MY21 led by strong sell-through performance - Selected as [Global Game Changer] employee, global initiative to select and compensate high pontential performers  Introduction of Multi-Channel On/Offline Marketing Campaign Capability - Restructuring of offline-event based marketing campaigns to fully digital focused campaign strategy - Introduction of tier-based investment strategy across all new launching products - Development of company-wide communication calendar aligning cross-functional capabilities with innovation launch timing  Development of [Brand Message] Based Digital Content Strategy - Development of overarching [Brand Message] for all key tier 1 innovation launches - Restructuring of SNS content and investment strategy to be aligned with campaign calendar - Initiated Youtube advertisement, Naver Band advertisement for the first time in the industry - Restructuring of digital targeting method across all core categories for more detailed targeting  Restructured and New Development of Digital-Based Influencer Strategy - Restructuring of brand ambassador strategy from Instagram based to Youtube based influencers - Newly switched 8 Top Youtube based performance influencer from competition - Domination of Youtube share of voice winning all high-performance bicycle professionals



Juul Labs

• United States
• Manufacturing
• 700 & Above Employee

• Marketing Lead / Senior Marketing Manager

  • Dec 2018 - Jun 2019

   Development of In-store, ATL Consumer Communication Visuals & Execution - Developoment of visual for each fixture touchpoint based on in-store consumer journey and implementation aligned with overall yearly communication strategy - Yearly consumer communication strategy planning & development of magazine and newspaper consumer advertisement material and execution - All touchpoints being rolled out, targeted for execution starting from end of May  New Development of Channel Customized JUUL POSMs - Managing USD 12mn trade marketing budget, leading development of 12 new types of fixtures, 5 for CVS channel, 7 for vape channel - Execution of 5 CVS and vape shop image shop stores, that executes exclusive JUUL branding in top 0.5% of the outlets to be completed end of May, with 12 more planned for June - Developed fixtures being used as best practice for APAC, and being shared across other Asia launching markets



Ferrero

• Luxembourg
• Manufacturing
• 700 & Above Employee

• Channel Development and Strategy Manager

  • Sep 2017 - Nov 2018

   Pull Model Based Channel / Brand Strategy Change for Key Account Channel - Managing USD 7.5mn channel budget, leading/overseeing all in-store activation strategy, VMD execution for responsible channel managing 4 key account managers - Pull-model channel strategy formulation for 3 channels, 13 accounts, shifting investment towards expansion of share of space, planogram, strenghthening of product trial and consideration, moving away from price discount push model - Achieved turnaround of channel growth from -8% growth in 2016-2017 to +18% 2017-2018 fiscal year accumulated growth  Key Account Channel Turnaround and Growth Acceleration through Strategy Implementation - Through focused channel negotiation and investment strategy, in-store share of space expanded by +30% in top hyper account channels within 5 months - Acquisition of check-out space in at 90% of Homeplus stores, 54% of Lotte Mart stores, expansion of mainshelf space of E-mart by 55% - In-store share of space for SSM channel expansion via expansion of Ferrero dedicated dumpbins across 91% of GS Super  Acceleration of Organizational Route to Market Execution Speed - Acceleration of decision making cycle through clear alignment on [pull model] based strategic intent and account investment priorities, and decision making empowerment - Acquisition of key planogram space won from competitors across hyper accounts and SSM channel through faster decision making and negotiation strategy implementation vs competition - Expansion of share of space by estimated +25% at hyper accounts and SSM leading to +8.4% 2017-2018 fiscal year accumulated growth



Mattel, Inc.

• United States
• Manufacturing
• 700 & Above Employee

• Head of Marketing

  • Apr 2016 - Aug 2017

   Brand / Channel Strategy Formulation of All Brand Portfolio for Korea- Managed USD 4.5mn marketing budget, leading/overseeing all in-store digital activation strategy, VMD execution, ATL, BTL, digital strategy, while managing 3 team members- Managed 11 family brands including Barbie, Fisher-Price, Hot Wheels, Octonauts, total of 125 SKUs- Execution of successful implementation of digital, social media based in-store demonstration training program, and industry first performance based incentive scheme across all brand portfolios- Achieved turnaround of combined brand category growth from -12% growth in 2015 to 38% 2017 year to date growth, through effective investment into Mattel core brands Brand Turnaround of Fisher-Price Brand through Channel Expansion and Digital First Strategy- Execution of online, digital channel focus channel strategy, focused marketing channel spending, and driving FP brand online brand growth by 212% vs 2016- Expanded to homeshopping channel for the first time leading to growth acceleration of FP core SKUs- Growth turnaround from -12% in 2015 to 119% growth YTD in 2017 for Fisher-Price brand, recorded to be fastest growing among Asia Pacific markets Growth Acceleration of Barbie Brand through Brand Strategy and Digital Channel Strategy- Execution of “Barbie loves Lotte” program, introducing first Barbie exhibition and Barbie branding program to be held in Korean department store being labeled as global best practice within Mattel- Expanded and evolved Barbie brand’s digital channel presence at online retailers and continued to execute ATL, BTL, in-store activities and VMD, showing accelerated growth of 134% growth in Fashion & Beauty segment- Achieved 2nd fastest growing Barbie brand in the world behind China, achieving 82% growth 2017 YTD from +34% growth in 2016ands

• Brand Manager

  • Apr 2015 - Mar 2016

   Brand Strategy, Channel Strategy Formulation of Mattel Boys / Girls Category for Korea and Japan- Promoted to lead Korea / Japan market, Boys / Girls category for the first time by Korean- Managed USD 3 mn marketing budget, managed 4 team members in two countries, overseeing ATL, BTL, digital brand strategy and channel strategy- Successful implementation of digital, social media based in-store demonstration training program, and industry-first performance based incentive scheme across Boys/Girls brands in both countries- Focused channel strategy towards key channel expansion for Homeplus in Korea, and Toy’R Us for Japan- Turnaround of Japan Boys category from -12% growth in 1Half to 34% growth in 2nd Half- Turnaround of Korea Barbie from -6% growth in 1st Half to 34% growth in 2nd Half Brand Repositioning for Barbie Category in Korea- Brand repositioned to focused on fashion and brand category and proposing price repositioning- Relaunch of digital strategy, ATL strategy and BTL strategy based on new positioning- Executed “Doll Evolves” global on/offline campaign - 43% sell-through growth turnaround from 3 year consecutive negative Barbie brand growth SKU Rationalization for Boys category in Japan- Formulated new marketing strategy for Japan market using Korean market as benchmark- Executed restructuring of product portfolio, new pricing strategy, ATL, BTL, and digital strategy- Growth of 65% of hero SKU through focused marketing spending to key hero SKUs- Turnaround of Hot Wheels and UNO brand from -12% growth in Q1 to 23% growth in Q2

• Associate Brand Manager

  • Jan 2014 - Mar 2015

   Brand Strategy, Channel Strategy Formulation of Mattel Boys Category- Managed 4 family brands (Hot Wheels, Games, Licensed Brands, BoomCo), TTL of 78 SKUs- Managed USD 1 mn USD marketing budget while overseeing in-store activation and VMD, ATL, BTL digital brand strategy- Execution of successful implementation of digital, social media based in-store demonstration training program, and industry resulting 43% increase in efficiency- Growth of sell-through of Boys Category by 51% through effective marketing campaign SKU Rationalization of Boys Category- Focused marketing spending to 5 TTL hero SKU from 9 TTL hero SKUs in 2013- Rationalization of TTL number of SKUs from 78 to 48 SKUs for more focused marketing spending- Growth of 112% of hero SKU through focused marketing spending to key hero SKUs- Growth of market share of Hot Wheels brand from 11% to 15% through hero SKU TVC Production of Global Hero Item- Production of global TVC in Korea for the first time in Mattel- Successfully produced TVC at lowest cost with full alignment Asia Pacific team and Global brand team- TVC was aired in China, South East Asia, Japan, Mexico, Eastern Europe market- TVC item showed success all the markets, also recording highest sold single SKU in China market



BAT

• Tobacco Manufacturing
• 100 - 200 Employee

• Key Account Executive

  • Feb 2013 - Dec 2013

   Merchandising Visibility Maximization in Core Target Consumer Areas- Extensive negotiation training through Account Business Capability training (55mn KRW training program) focusing on negotiation & customer management - Contract finalized with drastic increase in merchandising visibility with 3,000 banner in 3,000 7 Eleven outlets (Minimal POSM visibility for the last 10 years) covering 46% of TTL 6,800 7 Eleven outlets- NPI launch share growth doubles in banner installed outlet compared to non-visibility outlets (+0.32% growth vs 0.15% growth)- Winning president’s awards “Passion to Win” because of successful negotiation close with the most difficult account, 7 Eleven

• Marketing Management Trainee

  • Mar 2011 - Feb 2013

   Dunhill KS Brand Revitalization Launch Project- Led Dunhill product USP communication module for Dunhill Brand Revitalization Event communicating to entire 1,100 employees of BAT Korea- With close coordination with advertisement agency, designed / planned / executed 3 exhibitions and event helping to educate sales reps on product unique selling point & product superiority- Designed / planned / executed retail engagement marketing activity module aimed to have all Head Office employees to engage consumers in core hot-spot areas, communicating product USP and inducing trial, effectively communicating to estimated 1,000 core consumers audit



T-Plus Consulting

• Management Consulting
• 1 - 100 Employee

• Strategy Consultant

  • Feb 2010 - Jan 2011

   Business Revitalization Strategy Project for Samyang Food - Led module for Samyang food’s product capability assessment / Samyang food’s line extension brand positioning / Product category sourcing module - Provided detailed analysis on product capability status in the food industry compared to major competitors, while providing new target industry to invest in the first phase of the project - Recommended branding strategy for 3 different line extensions brands for targeted industry, while providing product portfolio strategy for each line extension brand - Analyzed & implemented organization structure, process enhancement of MD capability to maintain core competency in sourcing capability  Business Start-up Project for Hyosung Heavy Industries - Led module for client’s competency analysis module in the first phase, & core competency strengthening module in the second phase - Provided detailed analysis on product capability of the new business in comparison to European manufacturers on the product quality competitiveness & price competitiveness to target Chinese market - Analyzed thoroughly on total production value chain, providing detailed analysis on key bottleneck for quality in the manufacturing process to meet Chinese client’s product needs - Recommended & implemented training methodology, timeline, investment to strengthen the “key bottleneck” within the process