I was hired by Intertek in 2006 to launch their restricted substances team. Over the course of my tenure with the company, I along with two others built a department of 200 people that generated $50 million in annual revenue. To accomplish this, I built the strategy, the tactical plan, and I led the implementation. This execution extended through my department, division, and into the company at large.

To be successful, I defined the market opportunity, needs, and current status. Then, as a result of meeting with customers to gain a better understanding of their perspectives, needs, and challenges, I developed the strategy and tactical plan.

The second example is from my tenure at DEKRA North America where I launched a North American division for a global company based in Germany with little to no brand or corporate recognition in North America. Through business development, branding strategy, communications programs, and relationship building, I was able to build customer relationships based on a solid sales and marketing team in less than a year. This won opportunities with Amazon.com, HSN, Motorola, and many other companies that are now customers. I was also able to assist the company’s broader automotive business providing marketing leadership and guidance for both B2B and B2C growth through our sponsorship initiatives such as IMSA and Formula One auto racing.