Accomplished in designing, developing and implementing training solutions for the consumer products market, complemented by broad experience in marketing and sales. Recognized as results-oriented business partner excelling in turning concepts into deliverables. Demonstrated effectiveness in collaborating with senior management to drive critical domestic organization issues. Committed to consistently delivering quality client service.
PROFESSIONAL EXPERIENCE
CADBURY ADAMS USA, a division of Cadbury Schweppes, Parsippany, NJ 1980 - 2005 A $1.0 billion US confectionery business acquired by Cadbury Schweppes from Pfizer Inc. in 2003, and formerly a division of the Warner-Lambert Company.
Manager, Training and Development (1993-2005)
Provided learning programs to the US Sales Organization for leadership development, new hire training and on-going skills development. Supported new product launches, business transition, and business partner education. Role included: working with senior sales and organization management analyzing learning needs, identifying and engaging internal subject matter experts, forming and managing multiple execution teams, guiding external consultants in content development, and directing work flow to project completion.
Key Contributions: * Partnered with the president and executive leadership team, created and implemented an innovative coaching program for all managers corporate-wide. Provided tools and skills which addressed keeping colleagues motivated and engaged during the business transition from Pfizer to Cadbury Schweppes. Result: Reduced expected attrition by 66%.
* Collaborated with the Global Vice President of Sales and the US Sales Leadership Team, took leadership role in the design and development of program to transform the role of sales managers into business managers, and changing the mindset from simply sales to a market-based focus. Result: In US pilot customer; account penetration grew, distribution increased and sales grew +8% versus prior year.
* Managed cross-functional team that redesigned training deliverables and processes for a new brand launch. Result: Accelerated achievement of distribution and trade support goals. This innovative and award-winning program became the template for future rollouts.
* Created and delivered new hire on-boarding and training processes, materials and resources that accelerated the learning curve for new sales colleagues. Included were on the job materials for colleagues and their supervisors, web based resources and classroom training. Result: Reduced the on-boarding and ramp-up time by 20%.
* Developed and implemented measurements and follow-up processes that allowed internal management to gauge training effectiveness. Result: Identified that internal management support of training wasnt clearly visible down the line and that transfer of learning to change in behaviors on the job was comprised by lack of manager follow up/coaching. Changes: Development of defined roles and responsibilities for each level of management and on-going reinforcement of manager accountability.
* Designed and implemented customized learning programs providing colleagues with the capability to operate successfully as the organization restructured retail sales operations from internal resources to an outside vendor and transitioned from direct sales in the food channel to broker sales. Result: Smooth transition with no loss in sales.
Market Development Manager, Northeast Region (1992-1993) Assisted the region sales team in achieving targets through development of market and account specific programs, analysis identifying opportunities, and developing business plans to grow sales.
Key Contributions: * Created Trident Multipak market program that delivered a +70% sales increase in the Boston Market, versus prior period. * Identified opportunity and developed action plan resulting in distribution gains for Rolaids 150s, delivering a double-digit sales increase.
Product Manager New Gums (1991) Appraised products and concepts that could create points of difference, sustainable positioning, and profitably grow market share.
* Demonstrated strong leadership, initiative, courage and accountability to the organization by discontinuing product in live test market.
Assistant Product Manager, Trident Gum (1989-1991) Managed sales forecasting, trade analysis/opportunities, promotion planning and execution, brand budget, special pack analysis.
* Lead team in developing and launching a new critical product that achieved the brands sales goal and PBT goals in the first year.
Manager, Sales Planning and Promotion (1988-1989) * Liaison between Sales and Marketing in the creation and communication of sales plans. Recommended and developed trade promotion spending, execution, and timing.
Manager Sales Training, Southeast Region, Atlanta, GA (1986-1988) * Delivered selling skills programs to all managers and territory representatives in the region.
Field Sales Experience, Atlanta, GA * District Manager (1986) * Key Account Manager (1983-1985) * Territory Representative (1980-1983)
EDUCATION:
MBA, University of Memphis, Memphis, TN BBA, University of Memphis, Memphis, TN
PROFESSIONAL DEVELOPMENT:
* Situational Leadership II, certified * Herrmann Brain Dominance Instrument (HBDI), certified * Meyers Briggs, qualified * Accomplished in Targeted Selection, a behavioral interviewing process
PROFESSIONAL ASSOCIATIONS:
* American Society for Training & Development * Northern New Jersey Chapter, American Society for Training & Development Vice President of Administration http://www.ritesite.com/SiteMap/resumes/Human_Resources/Training-Development-Professional- 29519.htm
on to say that there are basic assumptions of motibation practices by managerswhich must be understood. First,that motivation is commonly.Second,motivation is one of several factors that go into a persons performance (e.g.,as alebrarian).factors such as ability, resources, and conditions under which oneperforms are also important. Third, managers and researchers alike assume thatmotivation is in short supply and in need of periodic replenishment. fourth,motivation is a tool with which managers can use in organizations.If managersknow what drives the people workers to perform by fulfilling or appealing totheir needs.To Olajide (2000),it is goal-directed, and therefore cannot beoutside the goals of any organization whether public,private,or non-profit. Strategies of Motivating Workers Bernard in Stoner, et al. (1995) accords dye recognition to the workerssaying that,the ultimate test of organizational success is its to create valuessufficient to compensate for the burdens imposed upon resourcescontributed.Bernard looks at workers, in particular librations, in an organizedendeavor,putting in time era of the information superhighway, employers of information professionals or librarians must be careful to meet their needs.Otherwise, they woll discover they are losing their talented and creativeprofessionals to other organizations who are ready and willing t meet theirneeds and demands. the question here is what strategies can used to motivateinformation professionals, particularly librations? The following are strategies: salary,wages and conditions of service: To use salaries as a motivatoreffectively, personnel managers must consider four major components of asalary structures. These are the job rate, which relates to the importance theprganization attaches to each job; payment, which encourages workers orgroups by rewarding them accor ding to theier perfoemance personal or special
allowances, associated with factors such as scarcity of particular skills or vertaincategories of information professionals or librarians, or It is also important toensure that the prevailing pay in other library or information establishments istaken into consideration in determining the pay structure of their organization. money: Akintoye (2000) asserts that money temains the most significantmotivational strategy. As far back as 1911.Frederick Taylor and his scientificmanagement associate described money as the most important factors inmotivating the industrial workers to achieve greater productivity. Tayloradvocated the establishment of inventive wage systems as a means of stimulating workers to higher performance, commitment, and eventuallysatisfaction. Money possesses significant motivating power in as much as itsymbolizers intangible goals like security ,power prestige, and a feeling of accomplishment and success.Katz, in Sinclair,et al.(2005) demonstrates themotivational power of money through the process of job choice. He explainsthat money has the power to attract,retain, and motivate individuals towardshigher performance. For instance,if a librarian or information professional hasanother job offer which has identical job characteristics with his current job,butgreater financial reward ,that warder would in all probability be motivated toaccept the new job offer.Banjoko(1996)states that many managers use money toreward or punish workers .This is done through the (e.g.,premature retirementdue to poor performance).The desire to be promoted and earn enhanced paymay also motivate employees .
staff Training : No matter how automated an organization or a library may be,high productivity depends on the level of motivation and the effectiveness of theworkforce.Staff training is indispensable is an indespensable strategy formotivating workere. The library organization must have good trainingprogramme. This will give the librarian or information professional
opportunities for self-improvement and development to meet the challenges andrequirements of new equipment and techniques of performing a task Information Availability and Communication: One way managers canstimulate morivation is to give relevant information on the consequences of their action on others (Olajide,2000).To this researcher it seems that there is noknown organization in which communicate,cooperate,and collaborate with oneanother. Information availability brings to bear a powerful peer pressure,wheretwo or more people running together will runners.By sharinginformation,subordinates compete with one another.Studies on work motivation seem to confirm that it improvesworkersperformance and satisfaction.For example,Brown andShepherd(1997)examine the charecreristics of the work of teacher-librarians infour mmajor categories: Knowledge base, technicalskills,values,and beliefs.He reports that they will succeed in meeting thischallenge only if they are motivated by deeply-held values and beliefs regardingthe development of a shared vision. vinokur,jayarantne,and Chess (1994)examine agency-influenced work and employment conditions, and asses theirimpact on social workersjob satisfaction.While Colvin(1998)shows thatfinancial incentives will get people to do more of what they aredoing,Silverthorne(1996)investigates motivation and managerial styles in theprivate and public sector. The results indicate that there is a little differencebetween the motivation needs of public and private sector employees, managers,and non-managers.