Jessica Claire
  • Montgomery Street, San Francisco, CA 94105
  • Home: (555) 432-1000
  • Cell:
Executive Profile
Consumer Products Sales / Sales Operations Leadership Entrepreneurial Mindset / Classic CPG Experience PROFITABLE SALES GROWTH THROUGH CROSS-FUNCTIONAL CUSTOMER INTEGRATION & ORGANIZATIONAL DEVELOPMENT Vice President, Sales – VP, Sales Operations – Director, National Accounts – Director, Sales Account Director – Sales Team Leader – Director, Sales Support – Food Broker Manager Field Sales Director – Regional Sales Manager – Retail Operations Manager – Business Development National Accounts Manager – Category Manager – Trade Marketing Manager – Sales Analyst Diverse Direct, Broker, and Agency Sales & National Account Management Categories: General Merchandise, Front End, Electronics, Oral / Personal Care, Health & Beauty, Plumbing, Hardware, Small Appliances, Promotional Trade Classes: Mass, Club, Grocery / Food, Drug, Hardware / DIY, Specialty, Dollar, Department Stores, Office Supply, Auto, Toy, Sporting Goods, E-Commerce Accounts: Wal-Mart, Target, Kmart, Meijer, AAFES, Costco, Sam’s Club, BJ’s, Kroger, Safeway, Albertsons, Publix, Ahold, ShopRite, Wegmans, Walgreen’s, CVS, Rite Aid, Home Depot, Lowe’s, Menards, Ace Hardware, True Value, Do It Best, Staples, Bed, Bath & Beyond, Big Lots, Kohl’s, Macy’s, Dollar Tree, Toys R Us, Pep Boys Skills: Consumer Products, Consumer Packaged Goods, CPG, Sales, Sales Strategy, Sales Operations, Sales Support, Category Management, Marketing, Trade Marketing, Shopper Insights, POS, Analysis, Nielsen / IRI Syndicated Data, P&L, Finance, ROI, Forecasting, Budgeting, Sourcing, Manufacturing, Supply Chain, Logistics, Customer Service, Training Markets: USA, Canada, Europe, Asia
Skill Highlights
  • Guest services
  • Inventory control procedures
  • Merchandising expertise
  • Loss prevention
  • Cash register operations
  • Product promotions
Core Accomplishments
Professional Experience
President, 01/2007 to 01/2015
CotopaxiPark City, UT,
  • Full P&L and operational responsibility, overseeing internal staff and outside sales / service agencies in USA and Canada.
  • Restored Profits and Sales, growing current year sales 20% Gained Home Improvement end cap in 800 Target stores Obtained major Menards promotion Added listings to Do It Best, Orgill, and True Value Hardware plan-o-grams Opened new customers, including Container Stores, Big Lots, and At Home Reduced COGS by 6 pp and SG&A expenses by 5 pp Transitioned manufacturing to China (Shenzhen, Ningbo) Implemented Forecasting, Budget, and Account P&L management processes, eliminating unproductive customer spending Lowered internal inventory requirements by 50% Updated packaging, delivering consistent Branding across sub-categories Standardized case packs and rationalized number of card sizes from twenty to six, allowing more efficient merchandising and increased Retailer ROI.
Vice President, 01/2000 to 01/2006
Jones Lange Lasalle Inc.Chisholm, MN,
  • Recruited to position, responsible for $136 million of Global sales of Consumer / Professional Oral Care, Fashion Plumbing, and Small Appliance products.
  • Led 6 direct reports and total department of 60, based in North America, Europe, and Asia, overseeing direct and agency Sales, Strategic Marketing, Category Management, Trade Promotion, Forecasting, Sales Operations, and Customer Service.
  • Led sales turnaround, expanding distribution and launching new categories and products.
  • Stock value rose from $6.50 in First Quarter, 2000 to April, 2006 buyout price of $27.75.
  • Grew Oral Care and Showerhead focus categories 26%, and overall sales 10%, while exiting $20 million (16% of total) of non-core business Instituted cross-functional merchandising and account review process, delivering profitable solution based action plans Launched Oral Care products in England, gaining distribution in Boots and Argos and growing sales to $1.6 million Developed off-shelf Showerhead program, resulting in key German DIY account listings, delivering incremental volume of $1.4 million Initiated internet fulfillment strategy and structure, adding $2 million in sales Improved customer service levels (fill rate/on time delivery) from 85% to 98% Created on-line account profitability and planning system, streamlining forecasting and inventory management, while reducing trade spending by 2pp.
Vice President, 01/1998 to 01/1999
Jones Lange Lasalle Inc.Clarksville, TN,
  • Led 6 direct reports and total department of 93, supporting volume of $1.6 billion, providing strategic direction to the Sales organization to achieve volume, share and profit objectives, leveraging internal resources against account opportunities and capabilities.
  • Integrated all Customer focused activities including Category Management, Sales Analysis, Trade Marketing, Business Planning and Communication, Sales Information Systems, Telemarketing, Customer Service, Order Fulfillment, Supply Chain Logistics, and Sales Administration.
  • Managed the marketplace launch of the Duracell Ultra brand, increasing total Duracell market share by 2.4 pp Designed Sales and Marketing plan, which in conjunction with the Ultra brand introduction, widening share lead to 19 pp in key 4th quarter period, the highest ever Overhauled promotional strategies, generating $2 million in annual savings, while delivering a more comprehensive and integrated Trade and Consumer program Instrumental in crisis resolution, restoring customer service levels to 97% in six weeks, after ERP software implementation problems threatened volume and distribution Led Duracell / Oral-B / Gillette Sales and Customer Service merger activities.
Director, 01/1996 to 01/1997
Rutgers UniversityNew Brunswick, NJ,
  • Led selling team responsible for $445 million in the Company’s Key Customers, across multiple Trade Classes.
  • Exceeded plan, growing share by 1.5 points and volume by $40 million Spearheaded Sales Force Re-engineering project, resulting in $5 million savings, focusing resources on key growth accounts, in a Class of Trade structure to better align customer focused activities via a cross functional team environment Beginning January of 1997, transitioned to largest business segment responsibility (Mass / Clubs) to 12% volume growth, outpacing rest of company growth of 7% Inner Circle member of President’s Club, in recognition of consistent quota achievement.
BS: Marketing, Expected in
Boston College, Carroll School of Management - Chestnut, MA
GPA: graduated 3½ years, cum laude
Marketing graduated 3½ years, cum laude
agency, Branding, Budget, Business Planning and Communication, Oral, Hardware, Customer Service, delivery, direction, ERP, Fashion, focus, Forecasting, functional, German, Information Systems, inventory management, inventory, Logistics, Marketing plan, market, Marketing, merchandising, 97, pp, 2000, 98, outside sales, packaging, Plumbing, processes, profit, Promotion, Re-engineering, selling, Sales, Sales Analysis, strategy, strategic, Strategic Marketing, Supply Chain, Telemarketing

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