BRENT D. MILLER 6110 Ventura Drive estpost.

net

Plainfield, IL 60586

C: 508.369.5741

bm1ae53fe@w

SALES / BUSINESS DEVELOPMENT/ MARKETING EXECUTIVE Market focused and consumer centric sales, marketing and business development ex ecutive. Proven results developing and implementing Strategic Business Plans th at produce multimillion dollar results. Solution-Driven Category Management and Consultative Selling Skills. Marketing expertise in the development and succes sful implementation of new products, brands, promotions and programs. Successfu l track record of identifying and developing new channels and customers in emerg ing markets. Exceptional team builder and goal oriented leader, proficient in m otivating, leading, managing and developing group loyalty. High-performance neg otiator with excellent conflict management and presentation skills who is passio nate about delivering results. Strategic Planning Market Strategy & Tactics Cross-Functional Team Leadership Category Management Market Research & Analysis Turnarounds / Change Management Team Building Product Development & Launch Expansion / New Market Development Leadership Development Brand Development Profitable Revenue Growth New Business Development Channel Development P&L Management / Budget Planning Career History and Highlights Business Development Consultant, RayMarine, Merrimack, NH, $250MM dollar world l eader in marine electronics, 2010 to present. Recruited as full time internal c onsultant to develop B-to-B channel growth and rebuild forecasting process. Significant Revenue Generation: Garmin a new competitor in the marine industry had taken market share, requiring RayMarine to develop innovative new sales app roaches. Developed B-to-B channel strategies and tools responsible for market s hare gains projected to reach $5MM. Forecast Program Restructuring: RayMarine`s forecasting process was costing th e company millions in lost revenue. Created new sales interface and process enh ancing forecast accuracy by 21%. Restructured forecasting to integrate cross fu nctionally. Implemented new forecasting tools with sales, marketing and logisti c teams, resulting in $2.5MM bottom line profit improvement. Senior Director Trade Marketing, Enesco, Itasca, IL, $300MM giftware home and ga rden dcor market leader, reported to the Chairman of the Board, 2007 to 2010. D eveloped sales tools focused on leveraging customer base, provided business grow th strategies across four US Divisions, strategic planning to deliver corporate/ marketing objectives, business expansion at existing accounts, and developed pro fitable new channels of distribution. Restructuring Business Acquisitions: Enesco acquisitions created an intersecti ng customer base of 32,000 retailers that purchased from one of the four divisio ns that could not be categorized and leveraged. Created customer segmentation m odel that allowed Enesco to target customers across all acquisition companies. Trained and integrated new model with 250 person sales team which resulted in a 10% increase in customer base in a sharply declining market segment. New Customer Growth Strategy: Enesco had potential to gain business in over 10 ,000 retailers and needed a way to qualify and generate leads for the sales team . Formulated new lead generator program responsible for 578 new retail customer s and over $2MM in incremental sales over a 1 year period. Demographic Market Targeting: Enesco had over 70 brands being sold into over 8 0 channels of distribution. The sales team needed guidance on what to sell to w hom. Constructed Geodemographic segmentation processes and tools designed to ma tch brand demographics by channel. Paring high potential brands with channels g ave sales significant leverage and increased retailer brand penetration by an av erage of two brands per customer.

BRENT D. MILLER 6110 Ventura Drive 41 bm1ae53fe@westpost.net Pg. 2

Plainfield, IL 60586

C: 508.369.57

Vice President Sales and Marketing, Flexi-Mat, Plainfield, IL, $60MM Pet Bed and accessories manufacturer, reported to the CEO, 2005 to 2007. Managed annual sa les of $60MM, direct staff of 16, key customers including but not limited to, Wa l-Mart, Target, PetSmart, Petco, Costco, Sam`s, and distributor network. Delive r revenue and margin goals, P&L accountability, strategic planning to deliver co rporate/marketing objectives, new product development, business expansion at exi sting accounts, and developing profitable new channels of distribution. Key Account Business Expansion: Wal-Mart who represented one third or $20MM of the Flexi-Mat business was losing market share to Target who had better quality product. Created a new brand and packaging focused on the highest spending cons umers. Wal-Mart adopted the brand and packaging and better quality product. Th e program increased Wal-Mart POS dollar sales from 5% to 47% for two consecutive quarters. P & L Improvement: Flexi-Mat had a SKU and low profit account proliferation ch allenge. Established new guide lines to move 250 direct customers to distributo rs. Over 12 month period reduced active SKU count from 4700 to 2650. Budget go als were met with an EBITDA improvement of 5%. New Business Acquisition: Gained new distribution at Kmart, Costco and Food Ch annel, resulting in quarterly sales from 2.5% 1st, 6.0% 2nd, 9.0% 3rd and 23.2% in 4th Quarter 2006 resulting in the highest sales increase in company history. New Product Development: Developed new pet travel line which resulted in $5MM in incremental sales. Vice President Sales, Dorel Juvenile Group, Canton, MA, $450MM industry leader o f juvenile products, reported to the Executive VP of Sales, 2003 to 2005. Manag ed annual sales of $140MM, direct staff of 7, Target/Kmart key account teams and 35 sales representatives. Responsible for revenue, margin goals, new business g rowth strategies and business expansion. Market Research Analysis: Conducted analysis showing Target was losing share i n the high end car seat category. Put together presentation identifying the opp ortunity gap including potential dollar and share gains. Target added two high end Dorel seats resulting in $3MM incremental sales. Program was highly success ful and Target added an additional seat at the next planogram review for an addi tional $1.5MM. Cross Functional Team Leadership: Kmart was very unhappy with the new fashion lineup from Dorel putting any new business at risk. Organized and lead cross fu nctional team responsible for identifying new fashion and developing two product collections. Kmart loved the new product and Dorel gained incremental placemen t of 10 items which resulted in $10MM in incremental business. Vice President Sales, New England Pottery, Foxboro, MA, $40MM leading supplier o f fine pottery and seasonal decorating specialties, reporting to the CEO, 2002 t o 2003. Managed annual sales of $40MM, directed 10 management level staff and 2 50 sales representatives. Key customers including, but not limited to, Home Dep ot, Lowes, Kohl`s, and gift and specialty market. Responsible for delivering re venue and margin goals, P&L, and strategic planning to build new business. Merchandising Innovation: New England Pottery had maximized their everyday pla nogram presence with Home Depot and needed to find an innovative way to build in cremental sales. Designed a new merchandising concept and packaging to take adv antage of outpost locations which grew $1.8MM in incremental sales. Team Building/Category Management: The New England Pottery sales team needed t o take a more strategic approach to building business. Reorganized sales into b usiness development teams focused on consultative selling using category managem

ent principles. Resulted in targeted goal focused initiatives projected to gain $5MM in incremental sales. Vice President Sales, Fetco Home Decor, Randolph, MA, $60MM picture frame and ho me decor company, reported to the President, 2000 to 2002. Managed annual sales of $60MM, 250 sales representatives, 9 management level staff, P&L accountabili ty, strategic planning, building category management initiatives and new custome r development. Turnarounds Change Management: Fetco was suffering from a leadership crisis wi th the former head of sales. Reps lacked the tools needed to be successful. Es tablished rep advisory group, discovered road blocks to success, put new program s and tools in place. New strategies and programs lead to a 27% increase in SKU expansion at existing key accounts. New Distribution Growth: Led sales initiatives to successfully gain new distri bution at: Wal-Mart, Target, Meijer, Costco, Sam`s, Osco, Walgreens and JC Penne y. Accounts projected to produce $30 million in incremental sales. BRENT D. MILLER 6110 Ventura Drive Plainfield, IL 60586 C: 508.369.57 41 bm1ae53fe@westpost.net Pg. 3 Vice President Customer Development, Evenflo, Vandalia, OH, $350MM industry lead er in juvenile products, reported to Senior V.P., 1998 to 2000. Accountable for strategic planning, customer development, expanding distribution, category mana gement, key account sales strategies, establishing a business development proces s, leadership cross functionally with Finance, Marketing, Operations, Supply Ch ain and Customer Service. Problem-solver responsible for developing Evenflo bus iness systems: SKU reduction, ERP system implementation assistance, major marke t launches, forecasting, pricing strategy, promotion strategy and implementation . Key Account Turn Around: Evenflo had lost significant business at Wal-Mart to its competitors. Developed sales strategy that resulted in Wal-Mart doubling th e Evenflo business from $40MM to $80MM in 18 months. Category Management Leadership: Evenflo was not in a leadership position with its key accounts. Formulated and implemented category management business proce ss that resulted in attaining category captain positions at Wal-Mart, Kmart, Tar get, and Shopko. Cost/Budget Control: Evenflo promotional budget was not being maximized. Desi gned a tool to maximize $15MM customer development fund including annual plannin g, account tracking, and financial analysis. Key Account Business Expansion: Created business strategies which dramatically increased 2000 sales: Wal-Mart 23 new items 50% increase, Kmart 17 new items 28 % increase, Target 13 new items 25% increase, and Toys R Us 38 new items 22% inc rease. 3M Company 1984-1998 Consumer & Professional Health Care Division National Brand and Trade Marketing Manager, Promoted to P&L responsibility on di vision`s top two brands, managed $15MM ad merchandising budget including nationa l programs, i.e. TV, and print. Brand Development: Lead brand growth resulting in 3M gaining number 2 brand p osition away from Curad. National Trade Marketing Manager, Recruited and promoted from Consumer Stationer y Division. Managed five direct reports including four regional managers, estab lished and led cross-functional teams focused on maximizing sales through catego ry management. Out of the Box Innovator: 3M Health Care had developed innovative new products but was not in a leadership position with any of their top 20 retailers. As a result Johnson & Johnson was taking share by leveraging category management. Ra llied the sales and marketing team and completely changed the go to market strat egy by establishing leadership and creditability in category management. Lead k ey account strategy and presentations resulting in 3M gaining category captain p

ositions in all top 20 accounts. Improved listings, shelf placement and promoti onal emphasis resulting in 12MM in incremental business over eighteen months. Consumer Stationery Division National Marketing Supervisor, Promoted to lead transition into category managem ent. Change Management Leadership: 3M needed to move into category management and c onsultative selling. Lead category management transition effort by acting as te am leader for Wal-Mart, Kmart, Target, Walgreens, Longs Drug and American Stores . Responsible for developing account strategies, presentations and leading mult i-divisional programs and activities. Established business teams focused on dev elopment and execution of category management/trade marketing objectives resulti ng in over $20M of incremental new business. National Sales Trainer, Promoted to teach consultative selling/category manageme nt methods. Senior Key Account Representative, Promoted to Handle 27% of Division sales WalMart and Sams Club. Account Representative, Promoted to larger key account responsibility. Sales Representative Awards: Winner of 3M`s highest corporate award -Marketing Professionalism- twi ce: Once for establishing 3M as category captain with top 20 retailers and impr oving bandage brands market position from number three to two. Second for tripl ing the business at Wal-Mart by using category management and consultative selli ng. Ranked in top 5% for 7 out of 8 years in 3M Direct Sales. Competencies: Data Integration, Space Planning, Nielsen/IRI/NPD/Spectra, CRM So ftware, Access, Excel Education BA Business/Communications, Judson University, Elgin, IL