I'm looking for a position as an innovator and strategist. I thought that maybe a traditional resume wasn't the best way to communicate what I'm all about. And then an interviewer pushed me to rethink my resume. To make it more visual. And to tell my story more clearly and more compellingly. So here's goes. I hope you like it and I welcome your feedback. Most importantly, I encourage you to reject this nonsensical idea that people can be reduced to black words on white paper. You're so much better than that!

1. MAN
IN
SEARCH
OF
THE
SOUL...
…seeking
employment
for
the
soul

2. Resumes
are
flat.
People
are
not.
In
this
document
you’ll
get
a
be:er
sense
of
me
so
we
can
figure
out
if
we
have
a
future
together…
Who
I
am
What
I’m
looking
for
What
I
believe
My
story
A
bit
of
flavor

3. Adam
Schorr
MARKETER
adam_schorr@yahoo.com
201-­‐676-­‐0445
leS-­‐brain
thinker
HEALTHCARE
adamschorr.com
INNOVATOR
FINANCIAL
SERVICES
linkedin.com/in/adamschorr
creaTve
fun
@adamschorr
AUTOMOTIVE
CPG
people-­‐focused
passionate

4. What
if
people
looked
forward
to
Mondays?
WHAT
IF
COMPANIES
IGNORED
THEIR
SIZE?
What
if
people
feared
inacTon?
WHAT
IS
THE
NEXT
BIG
IDEA?
and
the
one
aSer
that…
I
am
looking
for
a
posiTon
where
I
can
be
true
to
myself.
Where
I
can
bring
about
posiTve
change.
Where
I
can
have
big
ideas
and
roll
my
sleeves
up
at
the
right
Tme
to
make
them
real.
And
where
I
can
surround
myself
with
inspired
and
inspiraTonal
people
who
respect
and
care
for
others
as
much
as
they
respect
and
care
for
their
work.

5. I
believe
that…
Change
is.
Whether
you
like
it
or
not
The
human
soul
naturally
wants
to
understand
and
improve
its
environment
There
is
only
one
of
you.
Don’t
waste
your
Tme
trying
to
be
someone
else.
You
will
fail
and
the
world
will
be
deprived
of
what
only
you
could
have
offered
It
is
becer
to
fail
gloriously
than
to
merely
get
by
with
a
whimper
It
is
evil
and
stupid
to
be
a
jerk
to
others.
Evil
because
it
just
is.
And
stupid
because
it
will
come
back
to
bite
you
and
those
who
depend
on
you

6. Some
thoughts
on
organizaIons
There
is
no
law
of
nature
that
says
your
organizaTon
must
have
a
place
in
the
future.
You
can
earn
that
place
by
anTcipaTng
change
and
shaping
and/or
adapTng
to
it
The
“people
stuff”
is
more
important
than
anything
else.
Create
the
right
culture
and
treat
your
people
well
and
the
rest
will
be
a
lot
easier
Celebrate
the
uniqueness
of
each
of
your
people.
Species
need
geneTc
diversity
and
organizaTons
need
a
diverse
group
of
people
OrganizaTons
are
systems.
If
you
want
to
change
an
organizaTon,
you
should
learn
how
the
various
components
work
together
and
change
them
all
together
as
needed
In
the
long
run,
you
will
be
becer
off
pursuing
greatness.
Yes,
you’ll
fail
from
Tme
to
Tme.
But
your
successes
will
more
than
compensate

7. I
entered
the
hallowed
halls
of
higher
educaTon.
But
not
at
the
place
pictured
to
the
right.
That’s
just
a
picture
from
Google.
My
goal
was
to
learn,
follow
my
passions
and
see
where
they
took
me…
UNDERGRADUATE
GRADUATE
• Yeshiva
University
• University
of
Chicago
• B.A.
Speech
&
Drama,
cum
laude
• Ph.D.
Psychology
• June
1991
• January
2000
• DissertaTon
on
effects
of
body
language
on
paTent
saTsfacTon
I
studied
Speech
&
Drama
because
I
I
con6nued
my
efforts
to
be?er
believed
(s6ll
do)
that
many
of
life’s
understand
the
human
mind
and
challenges
could
be
solved
with
be?er
communica6on
behavior.
I
wanted
to
communica6on.
Public
speaking
and
find
a
way
to
help
people
become
more
stage
ac6ng
are
powerful
laboratories
effec6ve.
Not
just
at
communica6ng
but
for
tes6ng
the
impact
of
communica6on
at
achieving
their
objec6ves

8. Next,
it
was
Tme
to
earn
a
living.
I
was
sTll
intent
on
staying
true
to
myself,
following
my
passions
and
creaTng
posiTve
change.
But
now
I
chose
to
do
that
within
the
context
of
Corporate
America

9. Round
1
I
went
on
to
McKinsey.
It
was
a
good
place
for
people
graduaTng
from
doctoral
programs
and
it
offered
the
chance
to
exercise
my
training
in
analyTcal
thinking.
McKinsey
upped
my
game.
It
introduced
me
to
the
corporate
world
and
its
mores,
taught
me
about
80:20
and
helped
me
communicate
with
the
brevity
and
clarity
demanded
by
busy
execuTves
Associate,
2000-­‐2001
IdenTfied
profit
improvement
opportuniTes
in
excess
of
$20
million
for
a
chemicals
company.
Client
closed
a
high-­‐
cost
plant
and
implemented
strategic
segment-­‐based
pricing
Evaluated
merits
of
entering
the
AIDS
drug
market
for
a
large
pharmaceuTcal
company.
Modeled
expected
HIV/
AIDS
incidence
and
prevalence
to
create
market
forecast
Developed
organizaTonal
recommendaTons
to
help
non-­‐U.S.
pharmaceuTcal
companies
win
in
the
U.S.
market
by
becer
leveraging
U.S.
input
in
product
development
Developed
framework
to
help
new
CEOs
successfully
transiTon
into
their
role

10. Round
2
Next
up,
Pfizer
Consumer
Healthcare.
ConsulTng
at
McKinsey
was
a
great
educaTonal
experience
but
the
lifestyle
was
too
demanding
and
I
wanted
to
get
into
the
guts
of
a
business
more.
I
had
worked
in
pharma
at
McKinsey
but
wanted
to
get
closer
to,
well,
people.
A
consumer
business
seemed
a
becer
fit
given
my
psychology
background.
So
consumer
healthcare
beckoned
Assistant
Product
Manager
–
Product
Manager
(Sudafed,
Listerine,
Efferdent),
2002-­‐2006
Cross-­‐funcTonal
team
lead
to
manage
impact
to
Sudafed
of
naTonal
methamphetamine
crisis.
Defined
lobbying
strategy.
Developed
retail
approach
resulTng
in
conTnued
support
and
shelf
presence
for
Sudafed
Managed
forecasTng,
monthly
consumpTon
and
financial
reporTng
to
senior
management
Managed
promoTon
plans
during
the
ClariTn
OTC
launch
resulTng
in
Sudafed
exceeding
plan
Launched
“As
effecTve
as
floss”
claim
for
Listerine
with
TV
adverTsing
and
a
PR
campaign
generaTng
180
million
impressions.
Claim
drove
immediate
double
digit
sales
increase
Created
iniTaTve
to
promote
culture
change
and
innovaTon.
Described
as
“the
best
Pfizer
meeTng
I’ve
ever
been
to”
by
member
of
the
U.S.
leadership
team
Defined
strategy
for
future
kids
franchise
and
team
lead
for
Agent
Cool
Blue
Launch

11. Round
3
My
Tme
at
Pfizer
was
fantasTc.
But
I
had
3
kids
and
needed
to
earn
more
money.
So
back
to
consulTng.
But
this
Tme
with
more
focus.
I
knew
that
I
wanted
to
focus
on
consumer
markeTng.
As
a
brand
manager,
you
spend
much
of
your
Tme
operaTng
the
business
and
not
so
much
on
the
markeTng.
Vivaldi
helped
me
hone
my
skills
as
a
marketer
and
further
develop
my
client
and
people
development
skills
Engagement
Manager
–
Senior
Engagement
Manager,
2006-­‐2007
Led
team
of
4
consultants
in
defining
a
brand
idenTty,
consumer
target
and
growth
plauorms
for
Volkswagen.
ObjecTve:
enhance
brand
equity
and
double
unit
sales
within
five
years.
Conducted
qualitaTve
and
quanTtaTve
research
to
validate
and
guide
recommendaTons.
Work
was
well-­‐received
and
led
to
addiTonal
engagements
Led
team
of
5
in
craSing
a
markeTng
strategy
and
organizaTonal
guidelines
for
a
health
insurance
company
looking
to
develop
a
new
skill
in
consumer
markeTng
Led
team
of
2
in
refining
the
Perdue
posiToning
and
developing
an
innovaTon
strategy.
Conducted
quanTtaTve
brand
extendibility
research.
And
I
got
to
meet
Jim
Perdue.
Which
was
very
cool

12. Round
4
It
was
Tme
to
move
on.
I
had
leS
Pfizer
on
good
terms.
Since
I
leS,
they
had
been
acquired
by
J&J.
I
was
given
an
opportunity
to
return
to
work
for
some
folks
I
really
respected.
The
job:
a
dream!
I
was
to
manage
the
launch
of
a
major
innovaTon,
develop
a
new
expansive
innovaTon
capability,
commercialize
new
revenue
enhancing
innovaTons,
and
help
create
a
culture
of
innovaTon
Product
Director,
Strategic
Plauorms
&
InnovaTon,
2007-­‐2009
Developed
new
approach
for
idenTfying
and
commercializing
expansive
innovaTon.
Outlined
methods
for
idenTfying
business
challenges,
selecTng
project
teams,
developing
strategies,
gathering
insights
and
finalizing
business
cases
IdenTfied
and
gained
management
alignment
around
a
significant
strategic
plauorm
involving
a
new
business
model
and
consumer
offering
Developed
forum
for
employees
to
quickly
get
their
ideas
in
front
of
the
leadership
team
RepresentaTve
on
innovaTon
council
to
drive
sharing
of
best
pracTces
and
set
innovaTon
standards
for
the
J&J
consumer
business

13. Round
4.5
J&J
was
another
great
learning
experience.
I
learned
much
of
what
I
expected:
facilitaTon
skills,
idea
generaTon
skills,
innovaTon
project
management.
I
also
learned
a
lot
that
I
didn’t
expect:
the
challenges
of
changing
a
strong
culture,
the
chaos
that
acquisiTons
can
create
and
the
need
to
rely
on
something
more
than
raTonal
persuasion
in
the
effort
to
further
an
innovaTon
agenda
Senior
Brand
Manager
(K-­‐Y),
2009-­‐2010
Managed
all
interacTve
and
digital
markeTng
including
strategy,
website
redesign
and
social
media
Managed
cross-­‐funcTonal
team
and
5
agencies
to
develop
and
implement
strategy
for
ValenTne’s
Day
2010
(key
season
for
the
business).
Drove
all
aspects
of
integrated
markeTng
campaign
including
Couples
Place
Facebook
Fan
page
(www.facebook.com/kycouples)
and
the
redesigned
KY.com
website.
Plan
drove
significant
retailer
excitement
leading
to
an
increase
in
the
retail
display
forecast
of
60%
vs.
2009
and
30k+
Facebook
fans
within
3
weeks
of
launch
Managed
all
aspects
of
markeTng
to
the
gay
consumer
including
adverTsing,
PR
and
events
Wouldn’t
you
put
me
on
your
resume
if
you
could?

14. Round
5
And
now
I’ve
moved
on
again.
K-­‐Y
was
fun
(no,
really)
but
I
hadn’t
gone
to
J&J
to
get
back
into
a
line
markeTng
role.
I
was
looking
to
get
involved
in
more
strategic
issues.
Where
big
ideas
were
at
play
and
there
was
an
appeTte
for
change
and
greatness.
Oh
yeah,
and
it
helped
that
J&J
eliminated
my
posiTon.
So
now
I’m
taking
the
Tme
to
find
a
posiTon
where
I
can
feel
fulfilled.
You
know,
man
in
search
of
the
soul…
Title:
doesn’t
much
macer,
2010
and
for
as
long
as
we
can
make
each
other
happy
The
industry
doesn’t
much
macer
I
enjoy
creaTng
and
developing
things
more
than
operaTng
them
.
Not
that
I
mind
the
details.
Those
are
important
too.
But
once
something
is
up
and
running
and
it
gets
repeTTve,
I’m
looking
for
the
next
challenge
I
understand
the
need
for
compromise
and
the
occasional
need
to
manage
for
the
short-­‐term.
But
my
heart
is
set
on
helping
companies
define
their
future
I
get
really
energized
working
with
smart,
creaTve
people.
I
don’t
take
myself
too
seriously
or
treat
my
own
ideas
too
preciously.
Ideas
are
meant
to
be
kicked
around
by
groups
of
people.
They
come
out
becer
that
way
I
need
to
conTnuously
learn
new
ideas
and
new
ways
of
doing
things
I
abhor
phoniness
and
phony
cultures.
Or
cultures
that
are
authenTcally
nasty

15. Here
are
some
of
the
photos
I’ve
taken
and
blog
posts
I’ve
wri:en
to
help
you
understand
me
a
bit
be:er…

16. The
absurd
Which
is
a
greater
Why
would
anyone
go
to
Government
at
its
finest
emergency:
your
need
for
a
a
decoy
museum?
And
new
kidney
or
my
need
for
a
how
would
they
know
if
double
foam
lacé?
they
had
really
arrived?
Hmmm.
Then
what
am
I?
How
else
to
compete
with
Ed’s
crappy
café?

17. The
beauIful

18. The
beauIful

19. The
beauIful

20. The
beauIful

21. Here
are
a
few
of
my
favorite
blog
posts:
hcp://adamschorr.com/2009/11/19/everything-­‐you-­‐know-­‐is-­‐wrong/
hcp://adamschorr.com/2008/02/03/how-­‐large-­‐organizaTons-­‐kill-­‐interesTng-­‐ideas/
hcp://adamschorr.com/2008/02/05/talent-­‐and-­‐innovaTon-­‐at-­‐big-­‐organizaTons/
hcp://adamschorr.com/2008/02/04/the-­‐nature-­‐of-­‐insTtuTons/hcp://adamschorr.com/2008/10/06/
on-­‐5-­‐minute-­‐vs-­‐5-­‐year-­‐bombs/
hcp://adamschorr.com/2008/12/13/innovaTon-­‐rule-­‐2-­‐do-­‐see-­‐the-­‐system/
hcp://adamschorr.com/2008/12/23/innovaTon-­‐and-­‐mediocre-­‐sex/
hcp://adamschorr.com/2009/11/13/why-­‐i-­‐love-­‐innovaTon/
hcp://adamschorr.com/2008/12/20/innovaTon-­‐and-­‐the-­‐human-­‐soul/
hcp://adamschorr.com/2009/03/30/of-­‐consumers-­‐and-­‐unicorns/
hcp://adamschorr.com/2008/05/15/will-­‐you-­‐pretend-­‐to-­‐love-­‐me-­‐if-­‐i-­‐bribe-­‐you/
hcp://adamschorr.com/2009/12/07/dont-­‐scratch-­‐that-­‐itch/
hcp://adamschorr.com/2009/12/16/control-­‐is-­‐not-­‐an-­‐asset/
hcp://adamschorr.com/2009/11/04/true-­‐in-­‐the-­‐soil-­‐vs-­‐true-­‐in-­‐the-­‐heart/
hcp://adamschorr.com/2009/10/03/sTck-­‐with-­‐your-­‐ends/
hcp://adamschorr.com/2009/11/01/on-­‐hetero-­‐vs-­‐homogeneity/
hcp://adamschorr.com/2009/05/05/what-­‐are-­‐they-­‐feeding-­‐these-­‐people/
hcp://adamschorr.com/2009/07/17/theres-­‐only-­‐one-­‐scorecard/
hcp://adamschorr.com/2009/08/09/of-­‐socks-­‐and-­‐the-­‐sublime/
hcp://adamschorr.com/2009/09/30/are-­‐you-­‐an-­‐80-­‐year-­‐old-­‐virgin/
hcp://adamschorr.com/2008/07/09/since-­‐were-­‐not-­‐sniffing-­‐each-­‐other/
hcp://adamschorr.com/2008/07/10/its-­‐your-­‐birthright/