1990-1995: Based in the UK, Lotus was best known for software such as Lotus 1-2-3 and Lotus Notes. I was responsible for recruitment, accreditation and incentive programs for authorized resellers. I also developed lead generation programs, such as direct mail, trial software programs and local seminars.

1995-2002: Moving to Lotus’ USA HQ in Boston, I created marketing strategy, value propositions, offers and tactics to generate sales leads for the US sales team. I managed a team of 8 regional marketers and a $2M marketing budget.

2002-2009: For 7 years, during the brand’s explosive growth period, I owned and implemented PUMA’s brand and marketing strategy in the North American market. I led all aspects of marketing within North America, creating a team of 25 marketers and with a budget of $40M. Highlights included major TV advertising campaigns and celebrity endorsements with Johnny Damon of the Boston Red Sox and rapper Ludacris. My work included niche fashion and lifestyle marketing, alongside major retailer campaigns with wholesale partners such as Foot Locker, Journeys, Dicks and Nordstrom. I also oversaw performance sports marketing, including soccer, baseball, running, golf, action sports and motorsports.

2009-2013: In 2009, K-Swiss acquired heritage boot brand Palladium to relaunch their iconic Pampa boot. I joined to lead the global relaunch of Palladium, starting from a $24M regional European business, and creating a globally relevant brand with $110M in sales in just four years. Starting from scratch, I created a modern brand I.D, new brand positioning, distribution strategy, web presence, media plans, launch events, and a retail store launch. Highlights included launching the ‘Engineered for City Terrain’ brand platform, executed in 75 countries around the World, a brand campaign with Johnny Knoxville and Pharrell Williams, and product collaborations with Stussy, Maharishi, Neil Barrett and others.

2013-2016: As the Chief Marketing Officer of K-Swiss, I led the rebuilding of the K-Swiss brand, focusing on competitive differentiation and creating disruptive brand campaigns in the digital space. I created a modern and differentiated brand platform around Entrepreneurship, on the premise that today’s youth want to be entrepreneurs more than athletes. Highlights include partnering with famed entrepreneur Gary Vee to create the first signature sneaker for an entrepreneur, selling 50,000 pairs across 5 releases. I also created ‘The Board’ marketing campaign with Diplo, offering consumers the opportunity to work with K-Swiss on the brand relaunch, making real decisions for the brand. This innovative digital and social campaign was nominated for a Shorty Award in the Influencer Marketing category.

2016-2021: Following a successful stint as the CMO, I became the Brand President of K-Swiss responsible for all aspects of the brand globally, managing revenue, operating expenses, profitability, and driving achievement of targets. I was able to turn the US region around in year 1, from -25% future bookings to a revenue gain for full year 2016. I also improved profitability by $3M in year 1 through a series of expense saving initiatives. By 2018 we saw double digit revenue growth and a return to global profitability in year 3. As the Brand President I continued to drive brand vision and brand purpose, along with consumer targets, consumer research, product strategy, company values and culture.

2021-2023: After the premium eyewear brand went through a private equity buyout, I was recruited to steer the company back to growth and profitability post-Covid, achieving a record year in 2021. I created a 3-year growth plan incorporating omni-channel growth strategy, G&A expense savings, margin improvement, product category expansion and operational effectiveness. I aligned the company around a single brand vision and introduced performance management, Town Hall meetings and culture surveys. While managing the P&L, I also oversaw Operations, Logistics, IT, Legal and HR and created a post-acquisition organization structure, transitioning to a new leadership team without disruption.

2023 - Present: In my two years away from K-Swiss, the brand had gone through hard times, and faced huge financial losses, a significant inventory surplus, and a negative culture. The ownership group reached out and asked me to come back, to turn the business around once more. I couldn’t say no! K-Swiss felt like home and I felt responsible for the brand. I was also confident that I knew what to do to get the brand back on the rails. I had two very clear objectives: 1) Stabilize the business (stop the losses) and 2) Stabilize the culture (provide steady leadership). After one year back at K-Swiss we recently wrapped up 2024, and beat our Operating Profit target, achieving 103% of the goal. A huge win, and something many people thought couldn’t be done. We also embedded a new leadership team, cut the overall labor budget, moved the office, and saw culture improvements in almost every area. The culture survey conducted at the end of 2024 showed a 34% improvement in ‘Clarity of Mission‘ and a 20% improvement in ‘Cross Functional Collaboration’. The company being ‘An appealing place for others to work’ was up by 11%. We still have a long way to go, but through fast and decisive actions and changes, we made huge strides as a new team, and face the future with renewed confidence, belief and commitment to the brand and each other.