CEO/Managing Member @ Crack the Code Sales and Marketing Consulting, LLC
SVP Non Branded and Chief Sales Officer @ Borden Dairy Company
Chief Sales Officer (CSO) @ Lala, US
University of Notre Dame
Proven executive with a consistent track record of over-delivering objectives. Domestic and international experience with US and international companies. Sales and marketing background with recent focus on leading a P&L with cross functional reporting lines. Led large teams (1500+), large businesses (+$1.8 billion) and turning around underperforming businesses with downtrodden organizations. Key skills include leadership, problem solving
Proven executive with a consistent track record of over-delivering objectives. Domestic and international experience with US and international companies. Sales and marketing background with recent focus on leading a P&L with cross functional reporting lines. Led large teams (1500+), large businesses (+$1.8 billion) and turning around underperforming businesses with downtrodden organizations. Key skills include leadership, problem solving and collaboration.
GM/VP Accessories @ Responsible for the P&L of the accessories business for Samsung Telecommunications USA. Functional reporting lines into this role. From September 2014 to Present (1 year 2 months) Dallas/Fort Worth AreaSVP Non Branded and Chief Sales Officer @ Responsible for the profit and loss of the $1.6 billion non branded business as well as the sales controllables for the $1.8 billion total company portfolio. Delivered 6% sales growth, ten points higher than the category. Improved profit by $10 million through expense control and pricing discipline. From November 2013 to September 2014 (11 months) VP-General Manager @ Accountable for the profit and loss of the $750 million, 1,500 person North Central business from Colorado to New England. Responsible for six plants and 250+ DSD routes. Led all aspects of the business to deliver the volume and profit goals for the region.
Drove $5 million profit growth- from $300k in 2011 to $5.3 million in 2012. This team was the only business unit to deliver year over year profit growth.
Led team to exceed volume budget by 1% and profit by 7%.
Achieved results through driving out non value added costs and cultivating new customers and markets. From October 2011 to November 2013 (2 years 2 months) Dallas, TXSenior Vice President and Chief Sales Officer @ Responsible for delivering sales and profit for $700+ million in U.S business. Led a team of 168 to drive profitable sales growth. Role included delivering the sales, profit and product mix objectives as well as growing the capability of the sales organization. Scope of role encompassed sales, category management, retail operations and customer service.
Delivered double digit profit growth and 7% topline growth, +$44 million in sales.
Exceeded topline plan each quarter, while controlling trade spending.
Helped drive stock price from $18 to $33.
Improved go to market alignment with focus on the right roles and the right people in the right roles. From April 2010 to April 2011 (1 year 1 month) Vice President Strategic Channels @ Responsible for driving corporate business with key strategic channels. Customer base consisted of key strategic customers, channels and growth opportunities: Costco, BJs, Natural Channel, Drug Channel, Dollar Channel, Military Channel, Export Business and all other New Business Development (e.g. Trader Joe's, Aldi, Home Depot, etc.)
Delivered sales growth from $211 million to a $300 million pace in three years.
Designed team-consolidated all/parts of four teams into one unified group.
Upgraded talent with half of 16 team members new to the team in the first year- right people in right roles
Drove company leading sales growth for all/part of the three fiscal years leading the team.
Delivered 62% of incremental sales vs. year ago for the company in 2009 (+$30mm).
Delivered 39% of the incremental sales vs. plan for the entire company in 2008; $25mm in incremental sales.
Created sales strategy focused on winning with growth customers and growing share at all other customers. From March 2008 to April 2010 (2 years 2 months) Vice President, Customer Market Strategy and Planning @ Responsible for creating the sales tools, systems and processes to drive the $1.5 billion White Wave product line. Key challenges include weak systems, lack of organizational discipline, and a dearth of work processes.
Upgraded organization with 8 new hires in first year (to a total team of 17).
Developed a three year strategic plan to guide sales design and go to market plans.
Grew Sales by 10%, $130 million vs previous year. From September 2006 to March 2008 (1 year 7 months) Director Pet Specialty North America Customer Business Development @ Charged with leading the turnaround of the $500 million Pet Specialty business in North America. Led the 130 person sales team - 10 direct reports and 120 indirect. Responsible for delivering volume objective, growing share and improving morale within the team. Led the channel strategy, plan development and execution to turn the business around.
Led complete team redesign establishing right retail coverage, improved internal linkages and multifunctional alignment to win with key customers. This included designing the right roles for the team and staffing those roles.
Results placed team in top 15% for volume vs. plan. Previous five year performance had been in the bottom 20%.
Team delivered its volume objective for the first time in the team's history (six years).
Established improved customer penetration at top five retailers (65% of business), including joint business plans and joint scorecards. These customers over-delivered their objectives vs. the team average by 8 index points. From May 2004 to September 2006 (2 years 5 months) Customer Business Development Manager - Southeast Team @ Sales leader responsible for market share and volume growth of the $600 million P&G corporate business in the Southeast region of the US. Top five customers included: Winn Dixie, Harris Teeter, Dollar Tree, Merchants Distributors Company and Ingles. Led the development of joint business plans and joint scorecards with the executive suites of the top Southeast team customers. Led a team of 50 to deliver share and volume growth. Effectively leveraged multifunctional resources to drive turnaround.
Awarded Team of Year for Sales Excellence (given to top 5% of P&G customer teams) in 2002/2003 and the runner up in 2003/2004 (top 10% of P&G customer teams).
Never missed volume objective in three years.
Grew share each year with share growth ranking in top 10% of North American teams.
Top four customers rated our team #1 or #2 best customer team based on Cannondale survey.
Delivered no regrettable turnover and promoted ten team members. From January 2001 to May 2004 (3 years 5 months) Associate Director, Customer Marketing Manager @ Established trade marketing department in developing market of Argentina. Led linkage of internal functions to customer teams. Trained, developed and led a team of 20 inexperienced people to launch new items, primarily in laundry, to create scale. The effort was complicated by Unilever's publicly stated determination to block growth. Lever outsold P&G 7:1 in Argentina and anti-trust trade laws were weak. Led collaborative effort with Marketing, Finance and Sales to crack the Lever code and win in Argentina. Competed in difficult, deal-driven trade environment with frequent boycotts.
Led consumer-based selling tool development to reduce laundry boycotts from 40% to 5% of business. Initiated and delivered powerful Shoppers Research data to break boycotts.
Launched five new brands and over 30 initiatives in three years.
Grew share for diapers by seven points, securing a commanding share leadership position in the market.
Simplified, streamlined and reduced programs from 104 fragmented funds to 16 flexible, powerful funds.
Developed and implemented a first-ever initiative work process, dramatically improving organization capacity and initiative results.
Established a critical laundry beachhead with a 20% share, led by new item launches, including Ariel.
Delivered zero regrettable turnover and eight promotions in three years. From July 1997 to December 2000 (3 years 6 months) Senior Account Executive - Kmart @ Led paper sector growth at Kmart, then P&G's second biggest customer. Led a group of three to deliver sales fundamentals, shipment and share growth. Key game changing elements were establishing then leading category management process and improving the return on trade investment.
Awarded Paper Sector President's Club as the Nation's Top Salesperson.
Generated highest shares at 44.3% (+14 points vs. U.S. average) and highest share growth (+5 points) in the country.
Doubled shipments in three years (+5 million stat case incremental sales).
Doubled dollar sales to $300 million per year.
Led diaper, tissue, towel and sanitary category management work at Kmart.
Captained category management process from Kmart Category Manager through Kmart CEO.
KEVIN R. HERBERT Page Three
Achieved the best diaper results in the country. Highest P&G shares (57%; +23 points in 2 years). Highest P&G shipment index (+59%; +1.2 million cases).
Achieved the best tissue and towel results in class. Increased P&G distribution (+44%), shelf space (+40%) and merchandising events (+32%). Incremental volume equaled +1 million cases per year.
Doubled sanitary volume (+600,000 cases) through +50% distribution, +30% shelf space and improved shelf placement. From August 1994 to June 1997 (2 years 11 months) Account Executive - Dominick's/Omni/Eagle @ Drove paper sector business at Dominick's/Omni/Eagle in collaboration with paper sector trade marketing and customer team peers.
Led Dominick's/Omni to #1 indexing customer in Chicago for each year.
Delivered leadership results, via breakthrough sales; i.e. first to market with Charmin/Bounty/Puffs bundle packs.
Directed paper to #1 indexing grocery sector at Eagle for each year. From September 1991 to August 1994 (3 years) Assistant Brand Manager - Puffs Facial Tissue @ Delivered volume growth via new items and regional expansion of base lineup. Led development and implementation of Puffs Extra Strength national launch and led expansion of Puffs brand into West of Rockies region.
Exceeded Puffs expansion objectives by +33% and delivered an incremental $10 million gross profit per year.
Launched major line extension of Puffs Extra Strength nationally, delivering an incremental $12 million gross profit and one million cases in volume per year. From June 1989 to September 1991 (2 years 4 months) Brand Assistant - Bounty Paper Towels @ Developed annual promotion plan, budget ($70 million) and gap closing plan.
Developed the 1989 and 1990 record breaking Bounty promotion plan.
Plan delivered record volume and profit reflecting 15% volume and 25% profit growth versus previous year. From May 1988 to June 1989 (1 year 2 months)
Masters in Business, Marketing, Finance, Organizational Behavior @ Northwestern University - Kellogg School of Management From 1992 to 1994 BA, Marketing @ University of Notre Dame From 1984 to 1988 Kevin Herbert is skilled in: Sales Management, Marketing Strategy, Consumer Products, Business Development, Management, Strategic Planning, Strategy, Cross-functional Team..., Marketing, Shopper Marketing, New Business Development, Talent Developer, Leadership, Market Research, Creative Problem Solving, Business Planning, FMCG, Product Marketing, Customer Insight, Business Strategy, IRI, P&L Management, Product Development, Competitive Analysis, Sales, Brand Equity, Brand Management, Cultural Transformation, Executive Management, Leading Change, Pricing, Retail, Sales Presentations, Talent Acquisition, Trade Marketing
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