Sales Marketing

Philip S. DeMarie __

**** *. **********, ******* ** 85018 [adkrgk@r.postjobfree.com] 408-***-****

PROFESSIONAL SUMMARY

Global B2B sales and marketing executive with more than 25 years’ experience in building and managing strong direct, rep and indirect marketing, sales and operations organizations. Have proven to be a strong strategist, problem solver, recruiter, leader, coach and motivator of both owned and un-owned resources globally, leading high-impact teams with very low undesired turnover.

My international experience has afforded me the ability to understand cultural uniqueness in driving results globally. I have succeeded in both entrepreneurial start-up operations and large corporate infrastructures, both requiring the design and implementation of strategic marketing and sales plans. Have consistently maintained strong business and personal relationships with customers and clients around the world, resulting in my employers and team members enjoying access and results not afforded my competitors. Have exceeded targeted marketing KPIs, sales revenue and profit goals throughout all stages of my career that have resulted in bottom line increases surpassing expectations.

PROFESSIONAL EXPERIENCE

ON Semiconductor, Phoenix, Arizona 2017 - Current

Sr. Director WW Corporate Marketing, Phoenix Arizona Headquarters.

oProven success developing marketing strategies and leading a global marketing organization to execute creative, content rich, customer-centric programs that drive the bottom line and influence the evolution of the customer lifecycle. Holistic approach to driving alignment between sales and marketing and collaborating with cross functional teams to drive results.

oRestructured the organization to function across all required marketing platforms, including web design, user experience, online tools, personalization, marketing automation, digital advertising platforms, public relations, amplified content, global integrated campaigns, demand generation, distributor channels, events, SEO, data analytics, etc.

o2020 KPIs outperformed even the highest projections with impressions up 9x, click-trough’s up 6x, conversions up 40x all while driving cost per conversions down from $93.39 per in 2018 to $4.60 per in 2019.

oIncreased Distributor Channel activities and brand recognition 10x over 2019.

oImproved Brand Awareness score just over 10% 2020 over 2019.

oImproved NPS score 11 points from +14 to +25.

SILICON LABORATORIES, Austin, Texas 2009-2017

Vice-President WW Channel Marketing & Sales, Austin Texas Headquarters.

oHired to initiate the company’s 1st channel sales program, recruited and mentored a world-wide channel sales and marketing team to drive demand creation revenue growth at channel customers. Channel customer revenue has grown from 20% of overall corporate revenue in 2010 to greater than 65% in 2016.

oLeveraged career-long executive relationships in Asia, Europe & America to solidify commitments to resources and field deployment strategies throughout Silicon Labs distribution network. Exceeded growth targets every year (i.e. 2010-2017) positioning us as a key growth supplier for all channel partners globally.

oThe company’s stated objective is to; “transition from a vertical to a horizontal customer focus company”. My team’s efforts were aimed at making Silicon Labs the supplier of choice for our distributor network at a broad customer base. We accomplished this through easy to implement field based solution campaigns, and effective distributor sales & field applications technical trainings. We were also focused on managing the sales funnel driving top opportunities through to design wins and revenue.

oIn 2010, utilized 20+ year global relationships at Arrow’s executive level to successfully franchise Arrow Electronics as the Silicon Labs first global distributor, primarily focused on broad-base design wins. Negotiated with Arrow management for Silicon Labs to be one of the 22 focus semiconductor suppliers that Arrow’s executive management’s bonuses are based on, even with a $0 starting revenue base. After five years of full engagement this focus resulted in greater than $80M in 2016 sales.

oIn 2012, extended Avnet Electronics franchise to a global footprint increasing the prioritization of growing Silicon Labs demand creation business throughout the Avnet network resulting in year over year growth greater than 20% in 2013 & 2014 and 15% in 2015 & 2016, all while adding a significant competitor in Arrow Electronics. Successfully transitioned from Avnet Memec in America’s & EMEA to Avnet broad-line, growing design registrations greater than 50% and design wins greater than 20% in 2014.

oIn 2012, established Silicon Labs first NCG (New College Graduate) program for field sales and applications engineers. My team is mentoring and coaching 4 NCGs annually. These resources report directly to me then are placed into key North America geographic markets. The one-year onboarding program consist of Channel Marketing support, Business Unit product rotations and Sales Process training, taught by my team and me. The channel marketing and sales process portion of the NCGs rotation is critical as Electrical Engineering students get no exposure to semiconductor marketing or sales during their scholastic curriculum, our mentoring arms them with the skills for a successful career.

oIn 2014, franchised both Premier Farnell and RS Components online distributors in EMEA and APAC. Initial results of strategic marketing campaigns are promising adding over 2000 new customers in the first 10 months we were engaged. Strategic joint marketing plans solidified greater than 20% revenue growth in 2015 & 2016.

CYPRESS SEMICONDUCTOR, INC., San Jose, California 2006-2009

Vice-President WW Channel Marketing, Sales & Operations, San Jose California Headquarters.

oConverted a siloed distribution marketing and sales team that was focused on forcing commodity semiconductor product into their distribution network regardless of company margins into a collaborative, end-customer results focused team. Over a two-year period this required recruiting team members with different skill sets while coaching the team members that were in place to approach the business from a new demand creation focused perspective.

oWhile assembling a WW team we created a paradigm shift as to how our global distributors viewed & resourced the sale and marketing of Cypress’ products from a commodity promotion perspective, to selling value added solutions, based on proprietary products. This new focus resulted in 9% higher gross margins for Cypress channel business in 2008 and 2009.

oEstablished the operational and sales infrastructure, as well as, the required solution marketing campaigns for Cypress to be a top tier ‘demand creation’ semiconductor supplier with all three global distributors (i.e. Arrow, Avnet, Future). Based on the newly developed and added skill sets of my team, by 2008 year-end Cypress was supported as a top 7 demand creation supplier, while its revenue ranked 18th on both Arrow & Avnet’s’ line card and 12th on Future’s.

oLaunched Cypress’ first internal global field sales training curriculum. Taught train-the-trainer events for Cypress sales leaders to go back to their respective markets and train their individual teams. The course called ‘Winning with Cypress Value’ taught the entire sales and marketing organizations how to understand the value they were delivering to customers and how to communicate that in way that raised their chance of winning. The course design focused on mentoring the team as to how to utilize respective solution campaigns and to develop a professional sales process, driving ‘selling high’ and developing customer intimacy. The course included teaching the teams how to target and uncover the most profitable opportunities, as well as, how to develop approaching, differentiating and winning strategies.

oOver a 3-year period (2007, 2008 & 2009) for Cypress’ proprietary products; the team executed field standard operating procedures focused on building a solid sales funnel. This focus grew, registrations and design wins greater than 20% year-on year. Distribution sales engineer trainings, customer workshops, distribution development kit seeding and Cypress certified distributor Field Applications Engineers, all doubled in 2008 and maintained at this execution level in 2009.

ALTERA CORP. San Jose, California 2000-2006

Sr. Director WW Channel Marketing, Sales & Operations, San Jose California Headquarters.

oTransitioned distribution marketing, sales and operations from a Customer Marketing function to a Sales Team function. Developed a seamless worldwide demand creation program and recruited a global team for Altera.

oImmediately (first week of the job) was forced to develop the industry’s first single-distributor model greater than $600M, when Arrow Electronics acquired Wyle Electronics. Strategically developed field standard operating procedures and the Altera - Arrow “Marketing Toolkit” to ensure that every prospective FPGA/CPLD customer in every market was targeted, approached and penetrated with a winning service level agreement. This market event afforded me access to the highest level of Arrow executive management launching a career that would utilize this experience and relationships for years to come.

oRecruited and coached an internal distributor focused marketing, field sales and applications engineering team, supported by the ‘X-Terminator” program that by the end of 2006 achieved 52% market-share (vs. Xilinx) in the distribution demand-creation customer base while Altera’s overall market-share was 35%.

oStarting in 2001 manufacturing quickly moved out of the design geographies (AMER & EMEA), we developed a Global Design Win Protection program, this along with other team initiatives resulted in the ability to grow global distributor demand creation customer sales 1% in 2001 (overall sales were down 39% ) and over 20% growth in 2002-2006 in the distribution customer base.

oIn 2001, in the midst of a significant industry downturn (October of 2000 thru 2001) focused on reducing the cost of operations by establishing an extremely low cost distribution fulfillment model (i.e. Partner Direct). This model seamlessly supported the global manufacturing footprint of Altera’s strategic customers while reducing both fixed and income tax costs. The model utilized the existing distribution infrastructure while providing award winning service to these customers. This newly developed supply-chain model saved Altera over $40M annually.

oIn 2003, franchised and successfully ramped Future Electronics as a second North America distributor focused on new design wins, utilizing FPGA solution campaigns. Leveraging relationships from my experience at National Semiconductor, successfully negotiated Future’s recruitment of 25 Field Applications Engineers dedicated to only finding and supporting Altera opportunities and design wins prior to the generation of any sales. Future’s contribution to Altera North America was over $45M in 2006.

oIn 2004, was chosen to be part of the leadership team that coached a mandatory 15-day, sales training for the entire field sales organization. The sales team was taught a structured process that shifted the culture of the entire company in a way that made winning deals more effective and predictable.

NATIONAL SEMICONDUCTOR, INC., San Diego, California 1995-1999

Senior Sales Engineer & Distribution Sales Manager 1995-1999, Orange County and San Diego CA Sales Office.

oWhile maintaining the responsibilities for Southern California distributors, accepted the responsibility for two San Diego based strategic National Semiconductor accounts, Qualcomm and Sony.

oAs a key member of the award winning two-person Qualcomm sales team, successfully transitioned the customer from distribution to National Semiconductor’s largest analog OEM direct customer in North America increasing revenues five-fold in first year of direct business.

oServiced high level relationships with Qualcomm and Sony management including members of the contracting, component procurement, design engineering, quality control and executive management departments.

oResponsible for managing key relationships with distributor regional vice-presidents and general managers of National Semiconductors 6 distributor partners (Arrow, Anthem (eventually acquired by Arrow), Hamilton-Hallmark (eventually acquired by Avnet), Bell (eventually acquired by Arrow), Future and Wyle (eventually acquired by Arrow) and independent manufacturer representatives, establishing National’s position of significance over competing technologies.

oKey member of the five-member development team for National Semiconductor’s Pro-Active Channel Marketing Program (PAM), designed to coach distribution sales, FAEs, reps and OEM sales teams in identifying strategic component opportunities for National’s technologies. This concepts of PAM developed in 1995 is still today, a vital component to any suppliers distributor demand creation program.

oUtilized the Pro-Active Marketing Program to increase revenues 30% through Orange County and San Diego distribution while this regions overall semiconductor market was dropping 2-5% in 1996.

oCoached National Semiconductors un-owned field independent representative and distribution field sales teams (over 110 individual sales professionals) in Orange and San Diego Counties, increasing revenues over 20% in 1997 and 1998.

EDUCATION

B.S. Finance University of Illinois

M.A. Psychology University of Santa Monica (accredited in California only)

INDUSTRY AND PERSONAL REFERENCES AVAILABLE UPON REQUEST

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