Sales Marketing
Resume:
MARK KORROS
Westfield, IN *6074
abmdkh@r.postjobfree.com
SUMMARY
Dynamic senior executive focused on building value with consistent and sucessful track record across a very
diverse mix of consumer products and B to B companies. Served as President for Samsonite,
FranklinCovey, and Central Restaurant Products, held senior executive positions at Levenger,
Westgate Resorts, Reebok and Health-tex. Skillful at organizational leadership with extensive general
management experience in brand building, product merchandising, direct marketing, e-commerce, retail and
wholesale sales.
EXPERIENCE
Central Restaurant Products - Indianapolis, IN
09/07- 04/10
At $64 million Central is one of America’s largest Distributors of Restaurant Equipment and Supplies posting
compounded growth of 18.5% over the past 3 years. Multichannel direct marketer serving over 250,000
customers through Central’s catalog, 50 person call center, website and showroom. Marketing 48,000+
products from over 1000 vendors including Central’s own private label merchandise.
President
Responsible for strategic direction and building a sustainable business model capable of generating double
digit EBITDA. Demonstrated ability to build significant value as Central was purchased by Johnson Ventures in
October 2006 then sold to TAKKT in April 2009 for $83 million nearly twice the October 2006 purchase price.
Reported directly to Venture Group, direct reports include CFO, COO, VP Marketing, VP Merchandising and
Director Human Resources, staff of 145 people. Developed comprehensive plan to grow revenues .Outpaced
industry, growing 3 year compounded sales by 18%, and reducing operating expenses as percent of sales.
• Implemented the Pindar database publishing system and built the detailed infrastructure necessary to
support it.
• Designed and implemented a new full function Central website while expanding the web database of
customers by 33%.
• A first responder in capitalizing on Government $100 million School Stimulus Program capturing 2.5%
of total Stimulus program.
• Launched the Company’s first “Small Book Catalogs” with results competitive with our Big Book
performance yet one third the cost.
• Expanded Branded product offerings to include Hobart, Libby Glassware and others previously not
willing to sell to Central.
• Upgraded our sales training, added call monitoring and enhanced our customer relationships with the
Assigned Account Program. Launched New Business Development outbound calling team with strong
competitive response rates to catalog.
PARADYSZMATERA - New York City, NY .
03/06- 09/07
Nations leading direct marketing media services organization focused on helping clients “find customers”
serving over 175 companies in Catalog/Retail, Financial, Publishing, Fundraising and other direct marketing
industries. Annual billing $250 million.
Vice President MultiChannel Marketing
Hired by the CEO to build a new MultiChannel Marketing division to accelerate growth of existing clients and
expand the company’s value proposition for attracting new clients. Goal was to elevate our company to a
“category of one” in the direct marketing services industry. Developed and launched business plan to
combine the companies existing assets of Direct Mail, Digital, and Alternative Print/Media organizations to
tell a consolidated multichannel media services story. Designed a suite of multichannel analytical and
planning tools to help clients to determine which media channel to best spend their media dollars to enjoy
the highest rate of return, moved focus from being channel centric to focus on the consumer and their
shopping preferences.
• Established 15 new business opportunities in 9 months using the new MultiChannel business strategy
and analytics.
• Helped develop and execute the media plans for launching the new Hallmark Magazine. Registered
400,000 new subscribers in 6 month period, becoming the most successful magazine launch in
publishing history.
LEVENGER – Boca Raton, FL
07/04-03/06
High-end home and office multi-channel retailer creating meaningful products for people, who read, write and
work with ideas. Tag Line: “Tools for Serious Readers”. Product lines: furniture, personal leather goods, pens,
paper, and reading tools. Sales $70 million.
Senior Vice President
Reporting to the CEO, managed 10 direct reports in merchandising, marketing and sales. Responsible for
directing all aspects of product development, merchandising, creative services, direct marketing (catalog and
internet), partnership marketing, and multi-channel sales. Developed and executed turnaround program that
reversed 3 years of business down turn in the second half of 2004. Designed aggressive customer acquisition
strategy, improved catalog response rates, generated 40% increase in web traffic and improved conversion
rates from 2.9% to 4.3%. Increased corporate direct sales by 33% and improved retail comp stores sales by
8%.
Rebuilt the merchandising with team of solid professionals and created an intense focus on product
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development, resulting in improved turnover and increased profit margins. Moved distribution center from
high cost Delray Beach to low cost Memphis.
• Created revenue building strategic marketing partnerships including Cobranded Levenger/American
Express credit card.
WESTGATE RESORTS – Orlando, FL
09/03-07/04
This $1.5 billion corporation is the world’s third largest timeshare developer with $450 million in annual sales.
Chief Marketing Officer
Responsible for all aspects of corporate marketing including developing and managing the company’s
strategic marketing partnerships. Places major emphasis on brand building, increasing database, and adding
value for our owners and guests.
• Focused on developing long-term strategic marketing relationships with major companies such as,
Universal Studios, Clear Channel, Coca-Cola, Travelocity, Thrifty, The NFL, Major League Baseball, American
Express, Simon Malls and others.
• Developed and implemented “Hotelscorp.com” to serve as an internet based pull marketing strategy and
provide incremental revenues. The site performance has exceeded all expectations generating $1 million in
timeshare sales per week in year one.
FRANKLINCOVEY - Salt Lake City, UT
01/02-09/03
This Company is the leader in productivity and time-management tools. Selling seminars, planners, binders,
software, and other related business products through its 150 stores, catalog, internet, and wholesale
channels produces annual sales of $307 million.
President and General Manager, Consumer Business Unit
Reported to the CEO, accountable for the $197 million Consumer Products Division with 1,200 employees.
Focused Company on strategically repositioning brand and growing market share. Direct reports included;
CFO, VP Retail, VP E-Commerce and Catalog, VP Wholesale/Government Products, VP Paper/Specialty, VP
Technology/Binders, VP of Marketing, VP Graphic Design/ Public Relations, VP Human Resources and VP
Information Systems. Also responsible for FranklinCovey’s printing/manufacturing facility
• Developed aggressive plan to return business unit to profitability after losing $6.7 million. Reduced
operating costs from $108.7 to $76.3 million executed from 2002 through 2004 with gross margin
improvements, provided a near breakeven performance in 2003.
• Created progressive product and marketing strategies to reposition consumer division as the destination
for “Tools for the Mobile Professional.” New product strategy provided a critical assortment of consumer
preferred products that were fun, cool and exciting.
• Initiated a comprehensive software development strategy to retain clients as they migrate from paper to
technology. Built a series of software programs that embraced Microsoft’s Outlook as a business companion,
versus a competitive threat. Sales $5 million.
• Developed and executed third party wholesale strategy, including FranklinCovey product distribution in
office superstores, warehouse clubs, HSN, and premium channels. Launched sub-brand “365” by
FranklinCovey in all Target stores. Wholesale revenues reached $15.0 million in 2002, up from $2.7 million
prior year. Expanded third party product distribution across Canada.
• Redesigned retail business model to drive consumers to the lowest cost method of distribution.
Consolidated e-commerce and catalog channels, closed overlapping stores, cutting costs by $1.8 million while
attempting to hold revenue base.
• Established several significant strategic marketing and product partnerships. Marketing initiatives with
Microsoft, AT&T, HP, EarthLink and MasterCard increased traffic and provided $800,000 in co-op marketing
funds. Initiatives with Bally’s Fitness, Cranium and New Yorker Magazine provided exciting new content and
access to their brand loyal consumers.
SAMSONITE CORPORATION -- Denver, CO and Warren, RI
6/95 to 7/01
The world’s leading manufacturer of branded luggage and travel related products. Annual sales of $850
million.
President, Samsonite Company Stores (10/97 to 7/01) and President, Samsonite USA and
Canada (2/98 – 11/00)
Reporting to President of Samsonite, Americas held responsibility for $356.0 million of combined wholesale
distribution and retail store sales in the USA and Canada. Responsible for product design, development,
sourcing, marketing, sales forecasting and field sales organization. Directed Denver’s Customer Service (14
reps servicing 10,000 doors) and Jacksonville’s Retail Distribution Team. Wholesale distribution included
department, specialty and chain stores, mass merchants, warehouse clubs, drugstores, hotels, Internet,
airline personnel and premium accounts. Responsibility for retail product merchandising, marketing, store
operations and logistics for 200 store chain. Built Samsonite Company Stores into America’s largest
independent luggage/travel retail chain.
• Created the vision and strategies to evolve Samsonite from a luggage brand ($8.5 billion luggage
industry) to a travel brand (multi-trillion dollar industry). Developed major strategic business and
marketing partnerships enhancing Samsonite’s brand equity as a global travel Company.
• Reorganized wholesale design, sales, sourcing, marketing and forecasting organizations, combining both
Denver (Samsonite) and Warren, RI (American Tourister) organizations into one efficient RI based team
(110 administrative plus 56 sales people).
• Reduced admin head count by 20%, cutting costs by $2.3 million. Improved planning, forecasting and
account management, reducing markdown allowances by $2.2 million.
• Increased USA wholesale business (3,500 accounts) by 18.3% and Canada (600 accounts) by 15.0%.
Developed new product distribution through office superstores, electronic stores, television shopping
networks, internet companies and Avon.
• Directed retail chain sales growth from 94 to 200 stores. Sales grew from $48.0 to $132.5 million while
improving gross margins by 5.5%. Operating income improved from a $2.2 million loss to $5.6 million
profit after royalties. Reduced period expenses by $3.6 million, cut occupancy costs to 10% of sales.
Established new retail formats including Samsonite Travel Expo. Launched “Samsonite.com” website and
digital business. Stores generated sales of $132.5 million and EBITDA of $7.8 million during 2000.
• Developed and launched 5 major product lines with integrated marketing programs. Placed Samsonite’s
emphasis on “innovative technologies” and positioned American Tourister as “best value” in
marketplace. Re-launched American Tourister brand through all channels of distribution, re-establishing
American Tourister as the Number 2 brand and expanded distribution by 800 new doors. Created an
innovative national advertising campaign featuring Universal Studios Islands of Adventure, generating
$18 million in American Tourister sales.
• Expanded product assortments to include; computer bags, casual bags and backpacks. Licensed the
Hummer brand to expand market share. Started private label division generating first year sales of $7.5
million. Initiated a SKU reduction program reducing lead times, cutting inventories by 20%, saving $2.5
million in warehouse costs.
Senior Vice President, Retail Stores, American Tourister (6/95 – 10/97)
Hired by the President of American Tourister to turn around a faltering $48.0 million retail business (94
stores, 500 people). Refocused retail vision on travel, developed an integrated product and marketing
strategy to increase traffic into stores. Having full P&L responsibility attacked all aspects of the organization
including; people, product design, sourcing, marketing, operations, logistics and real estate. Placed
emphasis on brand building, product mix and creating synergy between retail and wholesale. Made retail
division profitable after first seven months. Grew comp store sales a compounded 25% over first 3-1/2
years. Improved dollars per sq/ft. performance from $212 to $257 reducing operating costs by 10%.
REEBOK INTERNATIONAL, LTD. – Avon, MA
11/89 – 06/95
Manufacturer and distributor of Reebok, Rockport, Greg Norman footwear, and apparel with annual sales $3.4
billion.
General Manager, Reebok Retail Store Division
Developed and managed all aspects of Reebok Retail sales, operations, merchandising, marketing, product,
real estate development, and store design. Created and launched Reebok and Rockport and Greg Norman
concept stores
• During 5-1/2 years, grew stores from 10 to 65 locations, growing sales from $8.4 million to $165.0
million with operating income improving to 8.5% of sales. Concentrated store focus on building Reebok brand.
Created a vision and growth strategy for division that allowed growth without major disruption to wholesale
business. Optimized new stores to deliver 100% ROI in 12 months.
• Expanded product mix, resulting in a 31.2% comp sales growth over 5-year period. Improved average
store sales from $315 to $365 per square foot after doubling the average store size. Improved average units
per transaction from 1.65 to 2.25 units
• Increased sales of apparel and accessories from 13% to 25% of total sales also providing improved
margins and increased traffic.
HEALTH-TEX CHILDREN’S WEAR, INC. – New York City, NY
10/76 – 10/89
Vice President, General Manager - Retail Division (1986 – 1989)
• Managed all aspects of two retail operations, Kidsport USA (115 stores) and Kidsport Canada (26 stores)
with sales of $85 million and $5.3 million in operating profit. Became USA’s fourth largest children’s clothing
retailer.
Vice President, Sales (1981 – 1986)
• Planned and executed domestic sales program ($280 million) through the sales organization (75 people)
including, merchandising and forecasting. Developed three product lines per year, servicing 5,000
accounts. Managed 20% of total sales.
• Directed product design team and sales organization (9 people) for the sales of Health-tex promotional
lines ($54.0 million).
Director, Special Markets (1978-1981)
• Developed Special Markets Division to build promotional programs and Kidsport USA retail stores.
Started 1976 as sales rep.
SHILLITOS DEPARTMENT STORE, – Cincinnati, OH
05/73 – 10/76
EDUCATION: University of Kentucky, Lexington, KY Degree in Business Administration
BOARD AFFILIATIONS: ORMA, Founding Partner in the Coming Up Taller Awards http://www.pcah.gov/cut.htm
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