17+ years experience as marketing and creative director for industry leading and globally recognized corporations/brands. Extensive experience managing deadline driven teams of creative and diverse personalities working together across a wide range of disciplines. Managing all aspects of creative to bring them together into a unified, deliverable vision, while establishing industry leading protocols, processes, and best practices.
Included below are a few samples of management and workflow processes developed to improve organization, accountability and reporting, as well as efficiency of production. Also included are samples of sales and marketing programs or initiatives developed and implemented.
Acquisition MARKETING on-boarding
Post Acquisition Transition Help, (PATH), is a process that I developed and documented to assist new acquisitions through the process of being acquired and on-boarded to Oldcastle Precast Marketing. This process covered a number of Marketing related topics including branding, collateral request/creation/approval, events/trade shows, location signage, vehicle graphics, administrative documents, CRM, intellectual property, website, electronic data management, as well as other topics.
marketing request management system
As the creative director, part of my responsibilities was to manage and facilitate all marketing related requests coming in from all locations across the country. To help with this process I, along with my creative team, designed and developed a very detailed and robust system within Salesforce, our primary CRM. We designed specific request form pages for each different type of marketing request managed by my team. This system not only ensured that enough information was captured during the request input step, it also allowed each request to be received by me to ensure a single point of oversight/management. Each request would then be assigned to team members based on skill strength and availability. Oversight and reporting allowed detailed ongoing review of workflow through the department.
NEW PRODUCT LAUNCH GUIDES
Development of each New Product Launch Guide included but was not limited to; launch master timeline, guiding principal, background and summary, market needs/trends, market analysis, competitive analysis, market barrier analysis, strategic statement, product positioning, estimated sales forecasting, pricing strategy, product specifications, manufacturing, distribution, intellectual property evaluation, performance testing analysis, financials, SWOT analysis, staffing, marketing plan, and more.
Strategic Marketing Plans
Strategic Marketing Plans were developed to support the execution of Corporate Marketing Strategies, Market Specific Marketing Strategies, and Product Specific Marketing Strategies. Part of my role as Marketing/Creative Director was to develop the Strategic Marketing Plans at the Corporate (National), Market, and Product levels, working directly with corporate management and product managers to establish the specific goals of each annual Marketing Plan to ensure alignment.
Once the overarching Corporate Marketing Strategy was established, supportive Market Specific Marketing Strategies/Plans were developed, along with supportive Product Specific Marketing Strategies/Plans. From the highest corporate/global or national level, down to the local/regional level, these Strategic Marketing Plans defined each primary and supportive goal within each plan, and the required actionable initiative to ensure success at each level throughout the year. These Strategic Marketing Plans further allowed for the creation of accurate Marketing Budgets to support each required actionable initiative.
Team goals as well as goals for individual team members were created to support the required actionable initiatives that supported each Strategic Marketing Plan level from product specific, market specific, and corporate. This interconnectivity and dependency of the Strategic Marketing Plans provided ongoing assessment and accountability, and provided a framework from which to define success throughout the goal period.
continuing education program
As the creative director I was responsible for managing the continuing education effort across the country. This included the development of on brand, on message course content as well as training the sales teams to deliver the course content. One of the challenges was that every state has unique guidelines and requirements for acceptance and accreditation of Continuing Education courses. I developed a series of on-brand, on-message CE courses and submitted each course for approval and accreditation to ensure acceptance of course credits in each requiring state.
continuing education Course & Advertising program
While at Oldcastle Infrastructure I developed and launched a successful program that combined print advertising, a CE course in print publications, and a simultaneous online CE course through McGraw Hill. I conceived the concept for a 7 page CE/Ad program and pitched it to McGraw Hill as a program to run through their Engineering News Record (ENR) magazine as well as through their online McGraw Hill/Architectural Record Continuing Education Center web portal. The course was available to test takers nationwide through the print magazine as well as to online test takers. This was the first time McGraw Hill/ENR had taken part in such a program to run a 5 page continuing education course both in print and online along with 2 full page print ads supporting the CE course. Test taker information was collected and downloaded from the CE Center web portal and added to the internal CRM for future use. The courses proved to be a very valuable tool for offering relevant CE content to the industry, promoting the Oldcastle Precast brand as experts in the field, and collecting and building the customer contact database with relevant and verified contacts.
MARKETING BEST PRACTICE PLAYBOOK
To ensure consistent marketing execution across the enterprise, I developed a best practice playbook for all marketing related efforts. During this time frame, the company had between 58 and 72 locations spread over 13 regions across the country. Each location required various product and service related marketing efforts that, while specific to that location, were also required to align with the corporate driven branding and sales goals. The Marketing Best Practice Playbook provided the framework and guidelines to ensure that each marketing effort would comply with, and reinforce the corporate branding strategies, while supporting the national market/product sales growth strategies.
