Kimmy Fleishman Portfolio

Contents
Resume 4

Letters of Recommendation 6-8

Creative Communications Samples 10-14

Writing Sample 16-20

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Resume

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 K IM B ER L Y F L E IS H M AN

22808 PRAIRIE LAKE PL. Email: KFLEISH2@ILLINOIS.EDU

KILDEER, IL 60047 VOICE: (312) 515-8119

EDUCATION
Bachelor of Communication Arts (Advertising) 2009
University of Illinois Urbana-Champaign, IL
• 3.24 GPA/4.0

EXPERIENCE
Promotions Coordinator September 2008-Present
Illini Hockey & WPGU 107.1 Radio Station Champaign, IL
Responsibilities include attending weekly meetings, organizing promotional events for the radio
station and Illinois Hockey Team, leading interns in the right direction, and engaging the crowd
in games during the hockey period intermissions.

Advertising Sales & Marketing Intern Summer 2008

Captivate Network – A Gannett Company Chicago, IL
Responsibilities included traveling on sales calls to companies like Starcom & DraftFCB, interpreting
and gathering market data research, assisting in putting together creative strategies for clients,
and presenting a final sales pitch to the company.

Promotions Intern May 2007-September 2008

WPGU 107.1 Radio Champaign, IL
• Responsibilities included attending weekly meetings, creating and distributing flyers to promote
radio station events, working at remotes, interacting with crowds at events, and selling the radio station.

SKILLS
Graphic Design, Film, and Sound: Premiere, After Effects, Photoshop, Illustrator, Flash;
My website: www.kfleishman.com
Language: English, partial Spanish
Research: Lexis Nexis, SPSS.

LEADERSHIP & ACTIVITIES

American Advertising Federation August 2007-Present
Member of the U of I AAF’s social, diversity, and branding committees, attend general
meetings, seminars, panels and lectures pertinent to the Advertising industry.

I-Help Volunteer Work October 2007

Helped paint homes in need of refurbishing.

Habitat for Humanity May 2002-May 2005

Organized fundraising events for Habitat for Humanity, worked at the fundraisers, and
aided St. Mary’s Church in their participation of the organization’s work.

St. Mary’s Youth Ministry September 2004-September 2005

Mentored children 6th grade through 8th grade before their confirmation into the Catholic
religion at St. Mary’s church in Buffalo Grove, Illinois

World of Difference Day - Chicago December 2004

One of three students chosen to participate in a conference celebrating diversity and training
effective ways to bring diversity acceptance to my own high school.

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To Whom It May Concern:

For eight weeks over the Summer of 2008, Kim Fleishman served as the Captivate Network Central
Region Intern. In fact, she was the only intern in the company for the sales team. Further, she got the
job because she sought it out and we created it for her. And we’re glad we did.

Kim dug into the sales process immediately and learned our systems to the extent that she was able
to lead a project to understand opportunities in two verticals, subsequently turning the data into real
information the three regions across the US could immediately act upon. This is one example of why I
would describe Kim as a Proactive, Curious, Smart, Mature team player. She was immediately wel-
comed in the group and was included on sales calls and even in new candidate interview presentation
pitches. Her final project with us was to give the entire sales team in Chicago a Captivate sales
pitch. She did very well.

I hope to be able to create a position for Kim when she graduates. If for some reason we’re not able
to hire Kim, another company will be fortunate to have her on their team. Please feel free to call me if
you would like further detail.

Regards, Paul Dean

Paul Dean | VP Sales, Midwest | Captivate Network
20 S. Clark Street | Suite 1710 | Chicago, IL 60603
T 312.283.4112 | C 312.925.2232 | F 312.283.4191
www.captivate.com | A Gannett Company

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Date: September 29th, 2008

To: Whom It May Concern

From: Craig Stelmachowski, Director of Business Development from ’99 to Present, Captivate Network

Re: Letter of Recommendation for Kimmy Fleishman

Kimmy worked at Captivate Network, a new media advertising company, as intern over this past summer and I
can honestly say she exceeded my expectations on all levels. First, Kimmy has a tenacious appetite for learning.
She asks well thought-out questions and she vigorously seeks out information. This was just one reason I felt
comfortable exposing Kimmy to some very high-level client and agency meetings. She joined me on the calls,
listened and contributed when appropriate. She also brainstormed with me after the call on appropriate follow-
up ideas.

Second, when you ask Kimmy to do a task, she figures it out. The fact that not every detail has to be spelled out
and that she can figure things out on the fly is truly a major asset. Additionally, no task is too great or too small
for Kimmy; she will go at it with the same positive attitude regardless. I am a firm believer that the nuts and
bolts of sales can be taught, but what you can not teach is your willingness to learn and your desire to succeed.
During her internship, Kimmy demonstrated to me that she clearly has the willingness to learn and the desire to
succeed. She will be a positive asset to any organization, and I was happy to have her on my team.

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 Letter of Recommendation from WPGU 107.1’s Station Director,
Jon Hansen, is underway…
Until then—a creative sample.

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Creative Communication Samples

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 Gap Inc. Correlated to Child Labor in India

A British newspaper, The Observer, reported on October 28th, 2007 that they found children as young as

ten years old working in a sweatshop in New Delhi, India. These children were found producing blouses for Gap

Kids stores. According to an article in The International Herald Tribune, the boys were “packed into a filthy room,

sleeping on the same floor they sewed on” (Naqvi 2007). Indian police did nothing in response despite the reports

until they were finally shown photographs of the children still at work. The Daily Telegraph heard of reports that a

Gap supplier had contracted work in an illegal sweatshop. The Telegraph visited the complex posing as a buyer for

a fictional boutique, and took pictures of the conditions and children within the sweatshop. From there, police

raided the complex and took action.

The children were taken from their families in villages in north India and put on a train to New Delhi

where they were promised wages and food. Some boys worked for twelve months just for food and then were paid

half of the required minimum wage. Some boys were not paid at all. A fifteen year old boy told the tribune, “I

don’t want my money anymore. Now I want to go home” (Naqvi 2007). Another twelve year old boy reported that

he worked from dawn until one in the morning and was so tired that he felt sick. If any of the children cried

though, he reported, they would be hit with a rubber pipe or punished with an oily clothe stuffed in their mouths.

Marka Hansen, president of Gap Inc. North America responded after watching a video of the children.

She blamed the alleged abuse on an unauthorized subcontractor for one of its Indian vendors. “We strictly prohibit

the use of child labor,” Hansen said in a statement” according to CNN (CNN.com 2007).

The media played a huge role in the unveiling of this story. A United Kingdom newspaper, The Daily

Telegraph, went undercover to look into the alleged sweatshop. Once it was confirmed that children were in the

building working strenuous hours under terrible conditions, they produced pictures of the children at work and the

police raided immediately. Without the Telegraph taking action, these children could still be working under the

same conditions they previously dealt with. Once the Telegraph exposed the facilities, which consisted of twelve

rooms where women and children were found performing monotonous tasks such as embroidering and stitching

clothing, UK newspapers flooded in to discover more about the wretched case.

Although this terrible news became public over a year ago, the story is still prevalent in media outlets

such as Google. Every major news website has some type of coverage on the controversy, whether it is large or

small. It is interesting how every news organization has a different piece of information on the event. Each news

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story adds something different about the child labor case. Each piece of media supplemented one another in aid-

ing the public to know exactly what went on in India with Gap clothing.

The Observer, another English newspaper, went in to reveal more detail as to what was actually going

on within the walls of the facility. Fox News made sure to mention The Observer’s report on the location the

children worked in. According to the article, the place of labor was “‘smeared in filth, the corridors flowing with

excrement from a flooded toilet’” (Associated Press 2007). This repulsive, image-filled quote instills the severity

of the conditions in which the children were exposed. The public is now completely aware that this labor was in

fact cruel and unusual, nonetheless for children under the age of eighteen. The International Herald Tribune re-

ported on the story and interviewed a little boy who worked in the factory. The quote they chose to publish from

him was heart-wrenching. The fifteen-year-old boy, according to the article, was ready to go home without get-

ting paid. “Speaking at a nearby police station after the raid, Hatiquallah said he had been brought to New Delhi

three years ago by a man who promised him work — and money. He never told his parents he was leav-

ing” (Naqvi 2007). Another terrible piece of the story to reveal to the public is that he had no chance to say

goodbye to his parents before being exposed to conditions that could eventually leave him in post-traumatic

stress.

When browsing on YouTube, all one needs to do is type in the words “Gap” and “child labor,” and a

variety of videos have been created on the sweatshops in India. Not only is Gap at fault, but big-name companies

like Mattel, Wal-mart, and Speedo were also called out on using these forms of product-production. Newscasts

and television reports can also be viewed and listened to via YouTube. The media swamped this story, took it on

from all angles, and let the public know the truth. Gap Inc. was exposed for everything going on in the back-

ground of their clothing-production. It makes one wonder why it took the media to reveal everything, instead of

Gap Inc.’s internal affairs finding out the severity of the issues.

An article from CNN provides actual pictures and videos online of the factory, which is posted online.

In this article, it begins with a brief summary of what happened, but the majority of the article is centered on the

way Gap Inc. responded to the dilemma. According to CNN’s article, President of Gap Inc., Marka Hansen,

never apologized. She simply stated her furious attitude toward the vendor in India. According to CNN, Hansen

said that she “‘feel(s) violated and feel(s) very upset and angry with [the] vendor and the subcontractor who

made this very, very, very unwise decision,’” (CNN.com 2007). The blame, according to the article, was from

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“the alleged abuse on an unauthorized subcontractor for one of its Indian vendors” (CNN.com 2007).

Gap Inc. came out with a press release on October 28th, 2007. A copy of the press release can be found

on the Gap Inc. website. The release claims that as soon as Gap heard word of the allegations, they investigated.

It was noted that the “one” product being made at the factory was a small part of an order that was given to a

subcontractor that Gap had no knowledge of being affiliated with. According to the press release, Marka Hansen

stated that “‘as soon as we were alerted to this situation, we stopped the work order and prevented the product

from being sold in stores. While violations of our strict prohibition on child labor in factories that produce prod-

ucts for the company are extremely rare, we have called an urgent meeting with our suppliers in the region to

reinforce our policies’” (Gap Inc. 2007). Hansen claimed that action was taken immediately, and the allegations

were very troublesome to hear. With a company agreement intact, there was a violation of Gap’s Code of Ven-

dor Conduct. That said, Gap Inc. claimed to take action on the spot, make changes, and also stated that they ter-

minated their work with the vendor who was involved in the sweatshop scandal.

According to class lecture, the reactive public strategy used by Gap Inc. in this situation was expressing

concern. Hansen did not express guilt at all in the press release. She never once said she was sorry for what hap-

pened. She used words such as “disgust” and “upset”. She took the blame and put it on a subcontractor that had

nothing to do with Gap Inc. This could very well be the case, but Hansen never apologized to the children and

their families, or to the customers who may have been affected by the situation. Gap Inc. also used rectifying

behavior strategies in their reaction. Hansen said that she was calling an urgent meeting to her suppliers. This

would be a prime example of corrective action. She claimed in the press release that they were going to try and

prevent this from happening again with their company.

In an assessment of the way Gap Inc. handled the severity of this case, there are a few things that could

have worked better for them in their reaction. Seeing that Gap Inc. is a large corporation with a multi-million

dollar per year profit, the least they could have done is compensated the victims of the sweatshop in New Delhi.

The children were exposed to harsh conditions that no child should have to be exposed. Gap also could have

apologized to the public. It is understandable that Gap may have felt that they had nothing to do with this

“subcontractor”, but the fact is, Gap was the brand name behind this very serious incident. They were involved

in the traumatic sweatshop in India whether it was directly or indirectly.

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 In the press release, it was obvious that Gap emphasized the fact that the children were working on “one

product”. It is clear that Gap Inc. is trying to make this scandal as minimal as possible. While it may have been

just one product being made, it was still being made, and it was still a Gap product. These children were stitching

non-stop with minimal food, shelter, and hope for the future because of that “one product”. Gap should not have

minimized the situation to make the company look as reputable as possible. Gap should have taken full responsi-

bility, apologized, and ensured that this type of situation would never be something Gap Inc. would be affiliated

with in the future.

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 References

Associated Press The. “Gap Stores Using Child Labor in Indian Sweatshop, British Newspaper Reports.”
28 Oct. 2007. http://www.foxnews.com/story/0,2933,305703,00.html. World News: Fox. London.
Accessed on 09 September 2008.

CNN News. “Gap: Report of kids' sweatshop 'deeply disturbing'.” 29 Oct. 2007.
http://www.cnn.com/2007/ WORLD/asiapcf/10/29/gap.labor/index.html. CNN News: Asia.
New York. Accessed on 09 September 2008.

Foster, Peter. “'Gap sweatshop children' saved in India raid.” 30 Oct. 2007.
http://www.telegraph.co.uk/news/worldnews/1567849/'Gap-sweatshop-in-India-raid.html.
Telegraph.co.uk. London. Accessed on 09 September 2008.

Gap Inc. “Gap Inc. Issues Statement on Media Reports on Child Labor.” 28 Oct. 2007.
http://www.gapinc.com/public/Media/Press_Releases/med_pr_vendorlabor102807.shtml.
Gap Inc. Press Releases. San Francisco. Accessed on 09 September 2008.

Naqvi, Muneeza. “Indian police find 14 children working in sweatshop.” 29 Oct. 2007.
http://www.iht.com/articles/ap/2007/10/29/asia/AS-GEN-India-Gap-Child- Labor.php.
The International Herald Tribune. Associate Press. New Delhi, India. Accessed on 09 September 2008.

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