Marketing Manager Sales

Steven Fred Whitt

Address: Greater Atlanta, GA Area Phone: 667-***-**** Email: add2ca@r.postjobfree.com Linkedin: https://www.linkedin.com/in/fred-whitt-439b27a/

Performance Summary

Transformational Commercialization Strategist & Revenue Generation Expert with experience in organizations ranging from $140B to $160B in annual revenue, a Fortune 500 global business with proven performance managing revenue goals of up to $1.4B. A capable mentor and manager, having a track record in multiple organizations, attracting, recruiting, and aligning teams of up to 36, establishing the infrastructure that has repeatedly accelerated performance in both stable and unstable environments, leading to valuation growth.

Achievement Categories

Market Share Capture

Go -To Market Strategy

Sales Development

Collaboration

Change Management

Revenue Optimization

Sales Turnaround

Coaching / Mentoring

Competitive Displacement

Corporate Restructure

Advertising Strategy

Leadership

Corporate Image Development

Call Center Management

Problem Solving

Entrepreneur Mindset

Engagement

Sales Acceleration

Event Management

Financial Acumen

Achievement Categories Detailed

General Motors, Detroit, MI 2002 - 2019

A $148B American Automotive Company with 180,000 employees.

Executive Zone Sales and Marketing Manager, Chicago, IL (2019)

Reporting to the Regional General Manager with a $1.2B Revenue Goal and 35 employees with 14 direct. Responsible for managing the Dealer Network, including all advertising and marketing activities, developing team, building customer satisfaction, and engineering market turnaround and market share.

Executive Zone Sales and Marketing Manager, Atlanta, GA (2015 – 2019)

Reporting to the Regional Manager with a $1.4B Revenue Goal and 36 employees with 15 direct. Responsible for managing a Dealer Network of 80 dealers, including revenue, sales to objectives, market share, customer satisfaction, sub brand penetration, marketing and advertising.

Executive Zone Sales and Marketing Manager, Washington, DC (2007 – 2015)

Reporting to the Regional Manager with a $1B Revenue Goal and 30 employees with 13 direct. Responsible for managing a Dealer Network of 83 dealers, revenue generation, market share, sales to objectives, customer satisfaction, sub brand penetration, accessory sales, marketing, and advertising.

Senior Zone Sales and Marketing Manager, New York, NY (2004 – 2007)

Reporting to the Regional General Manager with a $800M Revenue Goal and 18 employees with 8 direct. Responsible for Managing the NY market dealer network of 65 dealers, sales to objectives, customer satisfaction, revenue generation, warranty administration, training, and sales and marketing activity.

Zone Sales, Marketing and Service Manager, Washington, DC (2002 – 2004)

Reporting to the Regional General Manager with a $600M Revenue Goal and 12 employees with 6 direct. Responsible for Sales to objectives, revenue generation, market share, and managing a dealer network of 48 dealers, including parts and accessories revenue, and marketing and advertising activity.

Achieved While Executive Zone Sales and Marketing Manager, Buick and GMC Division, Chicago, IL (2019)

Scope of Responsibility & Achievement: Due to the success is other major markets, assigned to diagnose and reverse 4 years’ flat sales, improve employee engagement, Dealer relations, and refocus into previously underserved segments. Placed 450 new product in the market and generated $25M new revenue and $405k highly profitable accessory revenue using only direct email campaigns. Once trajectory was established, resurfaced core products, bolstering another $9M, completing the turnaround with minimal cost escalation, restoring viability in the Chicago market.

Achieved While Executive Zone Sales and Marketing Manager, Buick and GMC Division, Atlanta, GA (2015 – 2019)

Scope of Responsibility & Achievement: Assigned to the Atlanta market, inherited 9 underperforming dealerships, and commissioned to turnaround sell, or close them. Analyzed root causes, developed unique plans, restructured staffs and management, evolved advertising to digital, orchestrated process improvement, and mentored key operators. Over 1 year, 7 out of 9 dealers increased sales between 18% and 212%. 8 of 9 completed a Performance Improvement Program, generating ~$41M in revenue, and the 9th was sold. This new sustained process accelerated market turnarounds in the Southeast Region. The following are a few other benchmark events:

Atlanta – Revenue Optimization: The company was barely engaged in the $40B accessory market. To bolster $1M in additional accessory revenue in the Atlanta market, over the first 90 days, accelerated training and education, and engaged dealers on accessory sales and developed advanced relationships and business process with accessory sales representatives that previously did not exist. After 4 months, Atlanta went from last in the country to #1 in accessory sales, exceeding $1M in sales for 28 consecutive months for the first time in 4 years.

Nashville – Market Share Capture: Recruited to lead turnaround in the Nashville market after 3 years of flat sales, and profit and market share erosion. Investigation revealed an apathetic culture with poor morale. The first 90 days, ascertained issues and built a strategy and business model, secured funding, and persuaded retailers to commit additional capacity for inventory. Over the next 6 months, achieved $29.3M in incremental revenue. Market share quadrupled for high margin products while sales increased 33%, the highest in the region. This strategy was replicated in Atlanta and implemented region wide as best practice and starting block for market turn arounds.

Steven “Fred” Whitt • Page 2

Corporate Image Development: Engaged by leadership to lead efforts to manage market image and presence program to transform GM’s sullied reputation from Bankruptcy. Counseled all dealerships regarding benefits of operating in an image compliant environment, showcasing the consumer and employee benefits. Within the first year, 50% of dealers were active in the facility image program, and by 2016, 96% were active. The new image accelerated vehicle sales and share growth, and advanced improvements in retailer and employee morale.

Competitive Displacement: Large, entrenched competitors dominated Atlanta, one of the top markets globally and multiple turnaround attempts failed. To repenetrate the market, over a period of 90 days, using only direct mail, incentivized customers using Tax Code 179 year-end savings. Allocated excess saved advertising funds to elevate sales in core product areas. This delivered a 55% sales increase, displacing competitors and tripling market share (3.2% to 11.1%), with direct mail advertising generating $35M with only an $80K advertising and marketing spend, making it a Regional SOP.

Achieved While Executive Zone Sales and Marketing Manager, Buick and GMC Division, Washington, DC (2007 – 2015)

Restructure / Change Management: Charged by leadership to guide retailers through the Bankruptcy process. Closely managed retention and termination, Public Policy, Operations, and issues related to Congressional Testimonies. Restructured teams, realigned field contact work, and salary structuring. These efforts established a foundation for success in new Company, resulting in optimized and energized retail network specifically aligned to profitably capitalize on market opportunity

Agency / Advertising Strategy: To increase share of voice in key markets and keep costs under control, leadership proposed targeting markets based upon advertising cost as GM matched budgets for local advertising campaigns. Investigation revealed a better strategy to target 3 key markets on a flat incremental budget, attractive enough to persuade dealers to increase ad budgets to obtain the match. This saved GM ~$1M in advertising funds and gained an additional $2.5M in share of voice in these markets within 60 days.

Event Management Strategy / Product Launch Events: At the start of the 2014 season, volunteered to facilitate a first time “Kick-Off” meeting. Navigated leading an inexperienced team of 16 to develop a 3 day meeting focusing on Teamwork, Leadership and Excellence, including several speakers from Under Armor, McCormick, and Naval Leadership from the Pentagon. Received an ‘outstanding’ rating from employees. These initiatives fostered camaraderie and teamwork. Was promoted to Senior Zone Manager, Buick and GMC Division due to this demonstration of leadership

Corporate Image Development / Restructure: Tasked by leadership to lead the first ever GM Outreach, an Open House where GM employees addressed consumer concerns after Bankruptcy. Hired a Public Relations firm to assist in consumer-sentiment assessment and presented findings to the leadership team. The event was attended by 2,400. This strategy was duplicated in all 5 DC regions over the following year.

Achieved While Senior Zone Sales and Marketing Manager, Buick, Pontiac, GMC, New York, NY (2004 – 2007)

Advertising Strategy: New York was known as a market that was apathetic toward forming an Advertising Group, which eroded market share. Commissioned by Leadership to approach and persuade these dealers reconsider their position. Approached one dealer at a time, gaining support in North Jersey and over the next 6 months, won Long Island and Borough by eradicating perceptions of a “corporate threat.” Advertising began within a month, immediately doubling share of voice in the region. The Ad Group continues to collaborate to this day.

Achieved While Zone Sales, Marketing and Service Manager, Chevrolet, Washington, DC (2002 – 2004)

Event Management and Strategy: Developed and executed marketing and sales strategy with Corporate affinity partner (Washington Redskins) to highlight Chevrolet Trailblazer leveraging affiliates 75th anniversary. Placed 600 additional product units into market with commemorative design, supported by Tier II and Tier III advertising plan which resulted in sell through of all product units in 90 days. Campaign generated $21M in incremental revenue strategy was duplicated in multiple markets where affinity relationships existed.

Education / Specialized Training

University of South Carolina

B.S. in Marketing and Political Science Minor in Psychological Statistics

Kettering University, Detroit, MI

General Motors Brand Management College

Kennedy Western University

M.A in Business Administration and Industrial Science

Speaking Engagements / Affiliations

Member, The Conference Board (1996 – Present)

The George Washington University School of Marketing, Guest Lecturer & Student Project Co-Lead

Howard University School of marketing Guest lecturer

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