High Energy Vice President of Marketing

SONYA M. WILLIAMS

**** **** ****** #**** ▪ SARASOTA, FL 34236 ▪ TEL: 408-***-**** ▪ EMAIL: **************@*****.***

VICE PRESIDENT of MARKETING

Creating value through breakthrough business development, channel management, and marketing strategies

Energetic and high-performance Global Marketing Professional with proven success orchestrating the entire sales process from opportunity identification through market launch, customer capture and retention, and product delivery. Innovator in launching strategies, programs, systems, products and processes to boost sales performance, capture new revenue opportunities, and expand into new channels. Leverage thought leadership to effectively position companies for next level growth. Excellent communicator and effective leader of sales teams, key accounts, and enterprise-wide initiatives.

CORE COMPETENCIES

Strategic Sales & Marketing Planning / Positioning • Global P&L Management & Improvement

New Product Development & Introduction • Market Analysis & Needs Assessment • Budgeting & Cost Control

Client Relationship Building & Retention • High-Impact Sales Presentations • Team Building & Leadership

Turnaround & Change Management • Segmentation • Pricing Automation

CAREER HIGHLIGHTS

GENERAL ELECTRIC SECURITY, Bradenton, FL 2006 – 2009

$2B wholly-owned subsidiary of General Electric Company, specializing in providing security and life safety solutions for consumer and commercial applications.

GLOBAL MARKETING INTELLIGENCE DIRECTOR

Directed nine marketing managers and analysts across the globe in support of increasing GE Security revenue and diversification of business. Promoted from the GE Security, Homeland Protection division after only eight months. Administered an operating budget of $5M annually for conducting strategic and financial analyses to determine effectiveness of new business initiatives and solutions including M&A, go-to-market & emerging market assessments, advertising benchmark and segmentation studies, primary/secondary research, and product requirements analysis. Reported directly to the CMO and collaborated daily with product management, technology development, marcom, sales, and business development in support of executive leadership’s charter. Conducted a distribution channel segmentation study in support of the company’s “strengthen the channel” initiative to identify new and existing channel customers with a high spend potential. Performed due diligence for potential channel partnerships.

KEY ACHIEVEMENTS

• Created and implemented a Global Intelligence function and sphere of influence for accessing industry data that significantly improved organizational approaches to new product introductions (NPIs), strategic planning, pricing, competitive analysis, and acquisitions. Resulted in being identified across the enterprise as a best practice. The process included a robust intranet destination that enabled day-to-day accessibility of data for field, factory, executives, and the Office of Security. Effort supported a $6M global product launch budget decrease for 8 NPIs by assisting the product management teams in allocating dollars more appropriately.

• Led and executed a Needs-Based Channel Customer Segmentation exercise that determined the company was only realizing a 14% share of wallet (SOW) among existing customers with 80% of the business’ revenue. Derived and devised a pilot proof of concept, and successfully created a plan that increased realization within the target group to 28% SOW in only six months. This project was also identified across the corporation as a best practice and was presented at GE’s renowned Crotonville management training center to corporate C-Level executive staff.

• Orchestrated the development and rollout of a chemical and biological detection handheld product for government and commercial customer applications. Product plan allowed for a successful product launch that was on-time, which then generated $17M in revenue, and ushered in GES as being one of the top three suppliers of such products globally.

• Authored and delivered executive and sales keynote presentations that established GE Security as extreme thought leaders in the Physical Security Industry, including access control, intrusion, CBNRE, video surveillance, and fire detection.

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BELLSOUTH ADVERTISING & PUBLISHING, Dayton, OH 2005 – 2006

Directory and publishing operations of Bellsouth, which is now part of the $2.8B AT&T Advertising Solutions

ASSOCIATE MARKETING DIRECTOR

Led a team of 20 Marketing managers and analysts focused on the division’s core product and its migration to emerging directional media and the Yellowpages.com® LLC venture. Administered an operating budget of $19M leading team in intelligence gathering and requirements identification, the creation of media delivery schedules, and intelligence technology tools acquisition. Intelligence deliverables content was included in sales collateral, executive speeches, press releases, and corporate marketing executive briefings. Identified and utilized the most appropriate business-centric problem solving methods including marketing research, CPM analysis, statistical/financial modeling, SWOT analyses, segmentation, and firmographics. Ensured sophisticated marketing and sales support by researching and acquiring the most effective technology available in support of the business’ corporate agenda. Strategically integrated the Marketing Intelligence team as the initial point of contact for all critical industry and competitor product information as well as management decision-making.

KEY ACHIEVEMENTS

• Spearheaded the creation of a regional-based product pricing structure and pricing automation process that provided sales and product teams with real-time market-level pricing information that eliminated an extremely laborious and obscure product pricing process, thereby enabling the sales teams more flexibility to negotiate.

• Developed a ‘win back’ pricing program that increased a 15% share in two regions by leveraging the automated margin and pricing analysis tool, thereby increasing market share to 28% in only eight months.

• Leveraged IT knowledge in creating a software dashboard to deliver real-time market intelligence to executive, marketing, and regional sales management. Project included software package evaluations, consulting company engagement negotiations, IT collaboration and, ultimately a Cost Benefit Analysis executive management presentation to garner ‘greenlighting’ to fund.

IMMACULATE CONSULTING, Santa Clara, CA 2002 – 2005

Boutique marketing management consulting firm, specializing in delivering finance and marketing strategies to businesses of all sizes

CONSULTANT

Consulted with client companies on delivering effective business solutions after rigorous analysis, research, and due diligence. Administered budgets anywhere between $20K and $8M in client engagements that included sales/business development support processes, go-to-market strategies, corporate financial processes, market research, product analysis, pricing strategies, GAP/SWOT analyses, tradeshow management, training material, collateral, and presentations.

KEY ACHIEVEMENTS

• Drove the content, strategy, and execution of a major client’s alliance partner channel selling training collateral program. The existing and new alliance partners contracted as a result of this effort led to a 13% increase in sales.

• Restructured a client’s sales channel compensation program by devising a multi-tiered incentive plan that was based on 2 segmentation studies which also became a major factor in increasing the company’s sales by $480K within the first year.

• Designed a strategic vertical marketing plan for a client that included the creation of a formal distribution channel program, saving the company $590K in the first year by not selling direct, and in excess of $850K each consecutive year as share and sales continued to grow.

• Established a strategic, reciprocal sourcing program for a major client’s largest distributors, increasing the viability of a new software product’s first mover share advantage, and resulting in an 80% larger addressable market.

INTEL CORPORATION, Santa Clara, CA 1996 – 2002

$37B multinational manufacturer of semiconductor chips for industries including computing and communications.

SENIOR MARKETING MANAGER, VERTICAL INDUSTRIES MARKETING GROUP (2000 – 2002)

Subject matter expert in preparing marketing and strategic plans to introduce Intel’s products and capabilities to the digital media & entertainment, financial services, and manufacturing industries. Managed project budgets of $75K to $30M in support of demand creation and industry eminence. Authored messages, collateral, and media assets for both internal and external sales, marketing solutions, training, and tradeshows. Utilized global market/competitive analysis, marketing research, industry expert engagement, and thorough due diligence to fine-tune and ensure the most superior differentiated marketing strategies.

Sonya M. Williams • Page 3

INTEL CORPORATION, Continued

Collaborated globally with vertical segment selling managers to localize strategies, communications, programs, messages, and visuals. Represented Intel to customers/partners at customer meetings and trade shows through exemplary customer understanding and substantive rich, high-impact presentations. Co-sponsored/managed multiple tradeshows while facilitating customer meetings during events. Utilized celebrity appearances and entertainment for product launches.

KEY ACHIEVEMENTS

• Grew sales 7% over two years with vertical channel customers by implementing an innovative marketing program for the global vertical sales teams.

• Generated $9.8M in design wins/sales through the creation of the “Bank-in-a-Box” program that was essentially a shared revenue program between select Intel software, hardware, and integrator partnerships. The program enabled any type of enterprise as well as financial institutions the ability to offer banking services in a turnkey design manner. Program incorporated key financial services industry thrusts including “T+1”, Straight Through Processing, Check-21, and Multi-Channel Access.

• Received Intel’s Performance Award in 2002 for a 12-page advertorial in Wall Street & Technology magazine that was so well-read and rich in content, it generated more than 1,500 new business leads.

• Re-engineered the post-event follow-up marketing processes that increased follow-up rates from 5% to 90% in only four months, and enabled the qualification of approximately 200 sales leads per month.

FINANCE MANAGER, MICROPROCESSOR PRODUCT DEVELOPMENT CAPITAL FINANCE (1998 – 2000)

Led 13 direct and indirect reports in support of capital asset planning, budgeting, and day-to-day financial management of this division. Managed a $1B capital asset budget and a $55M operational / R&D budget utilizing staff, accounting, and management resources as necessary to support divisional initiatives. Conducted capital process analysis and reviews, budget planning reviews, and monthly/quarterly/EOY process management. Completed deal analyses, and negotiated with vendors on software and capital purchases.

KEY ACHIEVEMENTS

• Consistently met and exceeded quarter-to-quarter capital spending forecasts for five consecutive quarters by actual spending results closing each quarter within 5% of forecasted dollars. Division goal tied to the company’s bonus structure was a goal of within 10% actual spending results to forecast.

• Drove a $MM EBIT improvement in the first year of being in the assignment by constructing an innovative global R&D spending management and funding request process.

• Promoted to Senior Marketing Manager in 2000.

SENIOR FINANCIAL ANALYST, MICROPROCESSOR PRODUCT MARKETING GROUP FINANCE (1996 – 1998)

Managed budgets of $30M to $150M in support of capital asset planning, budgeting, and day-to-day financial management of this division. Prepared budget planning and approval presentations for management, conducted ad hoc financial analyses, and performed monthly/quarterly/EOY close, budgeting, and revenue reporting.

KEY ACHIEVEMENTS

• Reduced division overhead by $94.5M over three years by instituting a rigorous budget management process for two divisions with histories of overspending.

• Brokered the business and financial aspects of a post purchase deal of the entertainment software product division of Harman International Industries, Incorporated for Intel’s digital media & entertainment business. Deal rationale was to enable Intel’s internet television initiative in partnership with Tribune Media Services. Year One of product sales allowed Intel to recoup its initial $400K cash investment. Future sales expectancy was forecasted at $700M and $1.5M in Years Two and Three.

• Promoted to Finance Manager in 1998.

EDUCATION

Masters of Business Administration, Marketing, Case Western Reserve University, Cleveland OH

Bachelor of Science, Applied Science / Office Information Systems, Miami University, Oxford OH

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