· As an individual salesperson I was awarded a sales division regional award followed next year by an award for National Salesperson of the year across the entire Kellogg Company.

· As an initial account executive, I drove case volume by 4% and dollar volume by 9%.  Consumption numbers grew by 2% when I designed account specific co-marking events.

· In my first personnel leadership role I managed eleven business managers and exceeded our team’s volume goals by 1%.

· My first assignment at our global headquarters was to spearhead the formation of multiple brokers to service our products in retail and mass. Managed a Kellogg team of eleven and a $15mm broker compensation budget which was managed to a -8% spend variance while delivering 85% ACV distribution numbers. I created a Telesales organization for Kellogg that in year two grew $10.4mm over the previous year. This organization was designed to be a strategic long-term component of Kellogg Sales and still exists.

· Leader of the Northeast US region for Kellogg, I controlled a trade budget of $44mm, $2.7mm in overhead and drove our GSV volume to $350mm.  Share volume of Cereal grew two points above the national average.  Implemented volume driving programs at Wakefern to drive share gains of 15% and 4.2% in total F & D.  The region team consisted of 5 management level personnel and 10 account level personnel.

· Led initiative to consolidate our national broker network to a national partnership, moving from a per call basis to a percentage of sales, commission revenue of $15.3mm.  Grew alternate channel share numbers by .25% and saw $20,000 sales gains at Target. Initiated a total direct broker program for small customers, achieved case and dollar increases from 102% to 157%. Led six regional broker managers.

· I was one of two leaders in redeploying direct Kellogg sales personnel, reducing the broker coverage to 25%. Leader on the systems transition and infrastructure rebuild, my efforts were recognized in an article in Consumer Technology Magazine.  Reduced voids for cereal of $1.06mm, dollar sales were $20.5mm + 221% and shelf share increased .6% versus the brokers efforts.

· Second assignment at global headquarters, was to influence and communicate the Kellogg key category growth drivers, innovation and capabilities to retailers’ executives across our North American business units. I coordinated all the Kellogg top to top meeting with our customers and held meetings with our executives regarding the retailers trends, strategic initiatives and how to position Kellogg to win at these retailers. I embedded myself in the retailers advocating associations (comprised of retailer executives) and served with them on board of directors, foundations, etc. Please see “Board Leadership” heading for more detail.