RESUME

R. Kimberly Gaynor

**** ****** **.

Amarillo, Texas 79109

806-***-**** (Mobile)

806-***-**** (Fax )

abnial@r.postjobfree.com

Family: Wife, Brenda, married for 29 years

Son, Brandon, 26 years old

Daughter, Morgan, 15 years old

Career: Dates and Details

2006 to present Gaynor Communications, Consulting

2003-2005 Interim Vice President of University Relations,

Baylor University

2001-2003 FCB Worldwide, New York; President, Detroit

2000-2001 Zapme Corp., San Ramon, CA

Chief Operating Officer

1987-2000 Bozell Worldwide Advertising, New York

(Merged into FCB Worldwide, 1998)

Member Board of Directors

Bozell, Dallas 1987-1990

Executive Vice President

Director of Client Services

Chairman of Executive Committee

Bozell Worldwide, Detroit 1990-2000

Executive Vice President, General Manager to

President of DaimlerChrysler Team USA

and Mexico

450 Professional Staff

25 Field Offices Serving 4000 Dealers

1982-1987 GSD&M Advertising, Austin, Texas

Executive Vice President, Agency Principal

1975-1982 McCann Erickson Advertising, Houston, Texas

Senior Vice President, Director of Client Services

1969-1975 Foote, Cone & Belding Advertising, Los Angeles

Vice President, Management Supervisor (started

as Assistant to Chairman)

1967-1969 Procter & Gamble Co., Cincinnati, Ohio

Brand Management

1966-1967 Continental Oil Company, Houston, Texas

Marketing Department Trainee/Sales Rep.

Education: University of Texas, Austin, Texas

1966 BBA: Marketing & Finance

(Played both ways on the 1963 National Championship

Football Team)

Personal: Athlete and sportsman

Devoted family man

Active in church & community

Board Memberships:

Texas Parks and Wildlife Foundation

Amarillo Economic Development Corp.

Primary Professional Characteristics:

• Disciplined Communicator

• Motivational/Strategic Leader

• Precision-driven Administrator

Core Skills:

• Relationship Management

• Organization Development

Areas of Outstanding Performance:

• Establishing vision and strategy

• Creating operating efficiencies

• Achieving profitable growth

• Managing and developing the people on my team

Top Accomplishments:

BAYLOR UNIVERSITY 2003-2005

Through a chance introduction by mutual friends, the Baylor CFO learned of RKG's

successful career and invited him into a discussion with University leaders as a consultant

on marketing--then a pressing issue at Baylor.

Situation: Summer 2003; murder of men's basketball team player by a

teammate; a cover-up by the Head Basketball Coach and the Athletic

Director; NCAA sanctions imposed on the men's basketball program;

a divided, 36- member Board of Regents--from unanimous

support of the Administration's 10 year vision for Baylor, to a 50-50

split; strong opposition to the Vision by faculty and the

Alumni Association; declining enrollment and a growing budget

crisis.

This discussion led to RKG being asked to join the Baylor leadership team as Interim

Vice President of University Relations. In this transitional period, RKG created the

"Above. Beyond" marketing campaign which had a dramatic impact on application

numbers and ascending student academic scores.

Strategy: Develop a communications plan to drive enrollment, generate revenue,

counter negative factions and build Baylor's brand reputation.

Results: The first year of the campaign achieved the largest entering Freshman

class and the highest average SAT score in the more than 160 year

history of Baylor. The budget crisis was solved. Division among

constituents eased.

An unintended consequence arose--caused by the increased

demand for a Baylor education--an acute student housing

shortage.

During the following three years, enrollment quantity and quality have

remained strong, with a waiting list to get in. Revenue growth

continues.

Baylor "family differences" have diminished and become more

manageable.

BOZELL WORLDWIDE, DETROIT: 1990 – 2000

Situation:

Detroit office was a low quality satellite of New York office, staffed with order-

taker management and no/low responsibility workers.

The largest component of the Chrysler account, their dealers, was about to fire

Bozell. (In fact, the Chicago area dealers had already done so.)

Creative department was so reactive it required 2,500 separate campaigns

annually to satisfy the 41 dealer organizations (i.e., never more than 20% buy-in

on any campaign). This caused waste, constant client upset, and minimal profits.

Chrysler Corporation, in the throes of its second rebirth, was transitioning itself

from the authoritarian Iacocca culture to one of multi-level “platform teams”

learning to re-engineer the entire organization through the continuous

improvement disciplines of “Process Redesign”.

Bozell, stuck in an old, authoritarian model and totally dependent on special

Iacocca relationship, had been viewed antagonistically/fearfully by new client

regime of upcoming leadership.

Strategy:

Immerse entire management and staff into intense training to dramatically raise

their communication/responsibility levels to enable them to create their own

multi-level “platform teams” and to conduct their own “Process Redesign” (i.e., to

parallel and align with new Chrysler initiatives/leadership, to completely

rehabilitate dealer business).

Re-engineer entire creative development process.

Bench non-players. Promote quick learners.

Develop Detroit office capabilities for highly responsive relationships with

Chrysler headquarter management and leadership (i.e., previously done solely out

of New York office).

Identify/acknowledge the best dealers and enlist them into strategic relationships

with Chrysler and Bozell to improve marketing strategies and advertising.

Engage all levels of staff in highly visible, client-initiated strategic projects that

would stretch their capabilities and reframe their perspective on how they can add

value.

Results:

Bozell relationships with the dealer network became the benchmark of excellence

at Chrysler and in the industry.

Dealer advertising increased 700%.

Dealer account profitability increased 300%.

Bozell Detroit awarded Jeep business.

All management and creative servicing of Chrysler, Plymouth, Jeep advertising

done out of Detroit to 100% client satisfaction.

Dealer creative required less than 50 campaigns annually with 95% buy-in.

Agency team conducted study of Chrysler media spending identifying

$1 billion of potential savings over five years. The senior client described the

presentation as the “Best systems analysis of Chrysler ever done. That it was

done by advertising people, not engineers, is extraordinary!”

Detroit office revenues increased dramatically, as did profits.

Detroit office became the premiere office of Bozell Worldwide (and,

subsequently, FCB Worldwide).

GSD&M, Austin, Texas: 1982-1987

Situation:

Small, young, loosely structured boutique run by five entrepreneurs, who were

friends out of the University of Texas. Growth was stagnant and profits were

falling.

Strategy:

Preserve and enhance entrepreneurial spirit while applying the organization, staff

and new business development disciplines of a major international agency to

realize dramatic, yet stable, expansion.

Results:

Grew agency revenue from $12 million to over $165 million.

Established GSD&M as a major regional shop.

Current Focus:

GAYNOR COMMUNICATIONS, CONSULTING: 2006-Present

Baptist St. Anthony Hospital - Amarillo, Texas (Pro Bono)

One of the "Top 100 Hospitals in America"

One of the "Best Places to Work in Texas"

RKG spearheaded discussions with BSA's top management and legal counsel on Crisis

Management strategies and tactics. He also worked with the CEO on a strategic vision

for achieving a sustainable competitive edge, profitable growth, greater operating

efficiencies and brand image enhancement.

Toot 'n Totum - Amarillo, Texas

The dominant regional convenience store chain in the Texas Panhandle.

RKG led the CEO and his management team through a year-long process to create a

strategic vision for the company; organization development; and overall brand image

improvement.

Lubbock Christian University - Lubbock, Texas

A small, regional university with 2000+ enrollment

RKG developed a communication strategy for student recruitment and brand image

enhancement to begin in Fall of 2009.

Amarillo National Bank

One of the largest, privately owned, banks in the United States

RKG helped lead the successful search for a new advertising agency and facilitated the

creation of a highly effective marketing and advertising program for Amarillo National

Bank.

END OF DAY BOTTOMLINE

In successive organizations, I have been able to be a leader in fundamental

transformation of operating systems (i.e., policies, procedures, structure, staff

quality, customer service, and overall capabilities), which has resulted, in each

case, in significant increases in revenue and profits.

References

for

R. Kimberly Gaynor

Dr. David Lyle Jeffrey

Distinguished Professor

Former Provost and Academic Vice-President

Baylor University

Waco, Texas 76798-7122

Office: 254-***-****

Home: 254-***-****

e-mail: abnial@r.postjobfree.com

Mr. Theodor Cunningham

Executive Vice President, Sales and Marketing

Worldwide, Daimler Chrysler Corp. (Retired)

Mobile: 248-***-****

Home: 248-***-****

e-mail: abnial@r.postjobfree.com

Dr. Scott Sticksel

Co-Founder: The Bridgeworks Group

Mobile: 806-***-****

Work: 806-***-****

abnial@r.postjobfree.com

Mr. Doug Olsen

Executive Pastor

Woodmen Valley Chappell

Colorado Springs, Colorado

Mobile: 719-***-****

e-mail: abnial@r.postjobfree.com

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