1. Transition Timing:
• Feb 2012 – June 2012
Program Purpose:
• Design department, structure, WOW, RACI, and
Program development, implementation and
measurement.
Customer Marketing: Design and Direction
PROJECT SUMMARY HOW IT WORKED
Program Objective: Design the Customer Marketing Dept
Department Development:
Design with BAIN consulting group the right structural
assignments to deliver on commercial priorities.
The Wiring:
Develop project flow and program development from
the brief to the recap/measurement of a program and all
steps in between.
Align a RASCI model that supports project flow through
the departments of marketing: brand/channel/trade/field
and sales through to execution in outlet.
Responsibility Assignment Matrix:
Develop project RACI for all types of programs including
but not limited to Below the Line tools such as VAPS,
display enhancers, bar tools, etc. as well as Advocacy,
agency management, sampling & promotion, execution
measurement, and commercial KPIs.
Picture of Success:
Implement insights-based brand standards & segment
priorities by channel.
Role
• Customer Marketing Department director
• Only non VP included in route to market and departmental design taskforces.
• Hiring of all department positions including counterparts and team members.
Responsibilities
• Design RASCI model by program and activity (example above for BTL activity).
• Manage BUSA largest investment and strategic partner: TEAM ENTERPRISE.
• Establish agency WOW and briefing/timeline process for program development.
• Manage communication flow of projects to the field, POS development with procurement, and
integration with key projects in the workflow process such as operations, insights, etc.
• Build channel strategy and programs for both premises using insights, business opportunities tacit
knowledge, market intel and business & consumer objectives.
• Establish metrics of measurement and evaluation on key programs.
• Developed account segmentation and Picture of Success (KPIs/standards).

2. Transition Timing:
• May 2012 – June 2012
Program Purpose:
• On Premise Director: Develop account segmentation
and Picture of Success (outlet objectives)
Customer Marketing: Picture of Success
PROJECT SUMMARY HOW IT WORKED
Program Objectives: define “What Good Looks Like”
Account Segmentation:
Establish a commercially relevant segmentation for both
channels that can be easily translated for outlet
execution, consumer target & need-state, and
measurable in business performance.
Insights Management:
Utilized consumer shopper studies and need state studies
as well as conducted independent research (MSS
Bartender study, Envirosell, and Technomic Independent
Consumer Habits studies) to measure, track and prioritize
consumer in outlet shopping influences.
Picture of Success:
Develop Picture of Success metrics with standards that
include segment insights, consumer outlet hot zones, etc.
KPI development:
Key Performance Indicators based off of in outlet
expectations with different value levels. KPIs include
brand distribution expectations, visibility expectations,
display locations, menu priorities, etc.
Role
• Co-Project Leader
• Developed Picture of Success standards with Channel Director counterpart
• Utilized insight studies published such as Technomic, Nielsen, MSS bartender, or internal BUSA
studies previously conducted such as consumer need state and usage occasion study, etc.
• Conducted independent research focused on consumer habits in outlet using companies such
as MSS, Technomic, and Envirosell.
KPI areas of focus
• KPIs established used a 100 point scoring system by segment.
• KPIs included all activities in outlet
• Retail: SKUs and shelf standards, display standards, POS priorities, cold-box priorities, etc.
• On Trade: Brand priorities, back bar and well expectations, menu priorities, visibility hot
zones and merchandising standards, etc.
• All supported with consumer insights and research with intent to drive rate of sale.

3. Employment Timing:
• May 2004 – Present
High Performing Team: Competency Development
GENERAL SUMMARY Areas of Focus
Organizational Accolades and Promotions:
Market Manager: 2004 - 2007
BAT Sales MVP South Central Division: 2005
re: Market growth and performance award
National High Performance Team Award: 2006 & 2007
re: Customer Performance Award: Oasis
re: Customer Performance Award: Trudy’s
Field Marketing Manager: 2007 - 2011
National High Performance Team Award: 2009
re: Marketing Excellence Award: In the Mix
HPT Trainer and Mentor
Field Marketing Director: 2011 - 2012
Markstrat StratX Team Award Bacardi Marketing Way
Markstrat StatX Individual MVP Award: BMW
Channel Marketing Director: 2012 -2014
Global Award of Excellence re: Picture of Success
Regional Manager: 2014 – Present
BAT Sales Awards for performance 2014
re: Programming Excellence shoppability
re: Programming Excellence
Certified Spirits Specialist from Society of Wine Educators
Performance Competencies
• Nine box categorization
• Human Resource classification has been Rising Talent and Top Talent since implementation
in BUSA (2007)
• Competencies of strength: Teamwork, Developing Direct Reports, Command skills, Business
Acumen, Drive for Results, & Action-oriented.
• Competencies of continued development: Patience, Work-Life balance, and some
functional/technical skills.
Management Summary
• High Performance Team Leader
• BUSA Career (16) direct reports
• Promoted: 8 employees to other positions within BUSA
• Released: 3 employees for performance related issues.
• Remaining: 2 employees and left the organization 3 employees for other opportunities.
• Established advanced Competency Development Profile tool for supporting HR process year
round to increase skill development and strengthen alignment for review process.

4. Program Timing:
• Memorial Weekend Thru Labor Day 2009-2010
Program Purpose:
• Expand the consumer at home Bacardi rum usage
using edutainment to amplify our brand message.
BACARDI: “In The Mix Recap”
PROGRAM SUMMARY HOW IT WORKED
Program Objectives: M I X
Message:
Communicate Bacardi’s heritage and brand quality while
branding the Original Bacardi Mojito.
Influence:
Establish a unique, educational experience that directly
communicates with target consumers the 4 step process
of making the Bacardi Mojito.
X-factor:
Deliver accelerated seeding of parties through the use of
a social tree method.
Build a CRM database of consumers (that experienced
Bacardi In the Mix firsthand) for future correspondence.
Educate at least 50,000 consumers in 1,000 intimate home
and office parties or special events.
By the Numbers
• Executed 1,200 parties and live interception of over 80k consumers.
• Exceeded event target by 20% and consumer target by +62%.
• Program remained within budget of $325k ($4 Cost Per Intercept vs $6.5 planned).
Respondents (22,456)
• 46% of consumers were LDA – 30; 36% multicultural consumers.
• 98.6% program approval rating from consumers regarding experience and activation.
• 74% of consumers made a Bacardi Mojito for the first time.
• 85% had a Bacardi Mojito post the In the Mix event they attended.
• 61% made a mojito for others post the ITM event / 93% said they used Bacardi rum.
• Step 1: Filter and select parties using key campaign objectives; work with
host prior to party to ensure success.
• Step 2: Educate consumers in-home about how to make the perfect
BACARDI mojito; organically integrate BACARDI’s heritage story
and brand messaging in the presentation.
• Step 3: Leave the tools (lime, mint, muddler, simple syrup, and club soda)
with the host to continue making BACARDI mojitos post event.
• Step 4: Gather and analyze consumer data for program effectiveness,
feedback, and improvements. Measure success!
https://www.youtube.com/watch?v=vFNFJa6P1Ns
Select
Parties
“Mix it up”
with party
host and
guests
Leave
tools with
host to
continue
“Mix”
Follow up
and
feedback

5. Transition Timing:
• Dec 2012 – Feb 2013
Program Purpose:
• Project Leader: Integrate new acquisition of St
Germain elderflower liqueur into the Bacardi USA
portfolio.
ST GERMAIN: Portfolio Integration
PROJECT SUMMARY HOW IT WORKED
Program Objectives: Full integration Commercially
Commercial:
Integration included inventory management with
distributors, distributor days on hand, distributor transitions
in select markets and route to market alignment
nationally.
Program/Pricing:
Re-establish with each Region Director & Managing
Director pricing structures and key customer programs
including National Accounts investments into the BUSA
portfolio structure.
Development:
All POS creation (ranging from paper to display tools
(such as St Germain bikes, racks, and VAPs) integrate into
the BUSA SAP while addressing costs and offerings.
Agency:
BUSA full organization training and integrate Cooper
Spirits ambassador structure into the market level activity
by region.
Role
• Co-Project Leader
• Led all US integration elements commercially
• Pivot for all dealings with Cooper Spirits
• Only aspect of integration outside of responsibility: harvest sourcing, bottling, and product supply
management.
Activities
• Established strategic teams for integration using BUSA department leads and key personnel
• Strategic teams established also known as the Welcoming Committee: Commercial Sales,
Trade/Customer Marketing, Agency Mgmt & Education, and a review team.
• Commercial Sales: manage distributor route to market and pricing & programming
• Trade/Customer Marketing: POS and brand program review and integration.
• Agency & Education: integrate 14 ambassadors into the BUSA agency structure, train the
organization, and create adoption into the organization.
• Review team consisted of NAM President, SVP Sales, CMO, MM, RM, RD, and a Brand
Manager to allow for different perspectives on the transition, review status updates and
operate as a sound board for all integration activity.