Mark Hoyle

American Woodmark is one of the largest cabinet manufacturers in the US with over $2B in annual sales. Lead the largest channel, home centers, with over $1B in annual sales. Team consists of 9 marketing professionals spread across the country in both remote and hybrid environments. Sales grown 25% since taking role as channel lead. Responsible for growing the flagship American Woodmark brand as well as 6 additional brands sold in both Home Depot and Lowe's. Team owns all aspects of product launch and merchandising both in stores and on retailer websites. Ecommerce growth is a focus with online sales now representing over 10% of annual sales with goal of reaching 20% within 3 years. Updated and relaunched both brand VisID, branded websites and launched social media platforms in the channel. Driving innovation in merchandising approaches with retailers through new pricing concepts and major shift from print to digital.

Consulting business leveraging my marketing and product development experiences.

KEY RESPONSIBILITIES: Charged with re-energizing company’s growth; responsible for research programs, marketing plan creation, implementation product road map development, product design and engineering, and all aspects of commercialization. KEY ACCOMPLISHMENTS: Delivered sales growth of $16M over three years; reorganized marketing and engineering groups to unified product development team; put focus on team training; took company from launching five to eight off-the-shelf products per year to 30 products launches in 2019; initiated consumer use research programs; populated Product Road Map with five year plan; grew Leadership in eCommerce at Amazon from $600k in 2016 to $6.5m in 2018; developed Melnor's first Integrated Marketing Plan (IMP).

KEY RESPONSIBILITIES: Established marketing as a function within the region; remotely managed four direct report product managers (two in Mexico, two in Brazil) and seven indirect report channel managers (one each in Mexico, Colombia, Puerto Rico, Brazil, Chile, Costa Rica, Peru). KEY ACCOMPLISHMENTS: Managed from Virginia through daily calls and bi-weekly travel to the region, all while learning Spanish and Portuguese; conducted consumer research to guide regionally adapted products; established pricing across all areas of the region, directed all A&P activities, development and implementation of annual Integrated Marketing Plan (IMP) and budget; grew sales in Brazil from $3M to $18M in two years, quickly establishing Rubbermaid as a solid number three in the market, with a trajectory of gaining number one position within three to five years. Exported Brazilian made products to other South American countries which helped grow overall Latin American business from $20M to $60M in three years.

KEY RESPONSIBILITIES: Seven direct and 20 indirect reports spread across six continents; delivered annual top and bottom line numbers to budget; full P&L responsibility for $175M+ global business; creation and implementation of rolling 18-month Integrated Marketing Plan (IMP); monthly reporting to organization leadership, bi-annual reporting to group president. KEY ACCOMPLISHMENTS: Maintained rolling three-year balanced product road map with target to attain number one market position within each core category; grew team members for advancement; led B2B commercialization of new product launches; developed and maintained relationships with key distributor owners and retail buyers alongside sales organization; grew microfiber sales from $6.4M in 2006 to $30M in 2011 through launch of the HYGEN Microfiber Cleaning System. The system received certification from AORN (Association of Perioperative Nurses), and was recognized by AHE as best in class. The training and support materials are what truly differentiated this system and led to its adoption by over 1,000 of the 6,000+ hospitals in the US.

KEY RESPONSIBILITIES: Cradle to grave ownership of all products within assigned product categories; product pricing and positioning; product placement and differentiation. KEY ACCOMPLISHMENTS: Developed/launched series of microsites and online training modules that became standard for all subsequent Rubbermaid launches; developed a new mop bucket that had a 20% lower manufactured cost, stacked when stored (and during manufacturing ) wrings with 18% less effort, separated dirty from clean water and reduced splashing by 40% with patented wave stopping baffles. Trademarked product as the WaveBrakeTM Mopping System. Launched in 2005, by 2007 sales grew from $40M to $60M.

KEY RESPONSIBILITIES: Developed, launched and managed line of cleaning chemicals for The Home Depot. KEY ACCOMPLISHMENTS: Gained in-depth product knowledge of chemicals, uses and negative interactions; provided product training for 80-person direct sales force; lead trainer at Home Depot employee annual regional events; developed, launched and grew a new line of 200 commercial cleaning products from $0 to $100M in three years, meeting all internal and external company objectives.

Developed and launched complete landscape design and installation program, with 11 other designers, in the Atlanta market in a 3 month period.