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Accomplished in designing, developing and implementing training solutions for the consumer products
market, complemented by broad experience in marketing and sales. Recognized as results-oriented
business partner excelling in turning concepts into deliverables. Demonstrated effectiveness in
collaborating with senior management to drive critical domestic organization issues. Committed to
consistently delivering quality client service.


CADBURY ADAMS USA, a division of Cadbury Schweppes, Parsippany, NJ 1980 - 2005
A $1.0 billion US confectionery business acquired by Cadbury Schweppes from Pfizer Inc. in 2003, and
formerly a division of the Warner-Lambert Company.

Manager, Training and Development (1993-2005)

Provided learning programs to the US Sales Organization for leadership development, new hire
training and on-going skills development. Supported new product launches, business transition, and
business partner education. Role included: working with senior sales and organization management
analyzing learning needs, identifying and engaging internal subject matter experts, forming and
managing multiple execution teams, guiding external consultants in content development, and
directing work flow to project completion.

Key Contributions:
* Partnered with the president and executive leadership team, created and implemented an innovative
coaching program for all managers corporate-wide. Provided tools and skills which addressed keeping
colleagues motivated and engaged during the business transition from Pfizer to Cadbury Schweppes.
Result: Reduced expected attrition by 66%.

* Collaborated with the Global Vice President of Sales and the US Sales Leadership Team, took
leadership role in the design and development of program to transform the role of sales managers into
business managers, and changing the mindset from simply sales to a market-based focus. Result: In
US pilot customer; account penetration grew, distribution increased and sales grew +8% versus prior

* Managed cross-functional team that redesigned training deliverables and processes for a new brand
launch. Result: Accelerated achievement of distribution and trade support goals. This innovative and
award-winning program became the template for future rollouts.

* Created and delivered new hire on-boarding and training processes, materials and resources that
accelerated the learning curve for new sales colleagues. Included were on the job materials for
colleagues and their supervisors, web based resources and classroom training. Result: Reduced the
on-boarding and ramp-up time by 20%.

* Developed and implemented measurements and follow-up processes that allowed internal
management to gauge training effectiveness. Result: Identified that internal management support of
training wasnt clearly visible down the line and that transfer of learning to change in behaviors on
the job was comprised by lack of manager follow up/coaching. Changes: Development of defined roles
and responsibilities for each level of management and on-going reinforcement of manager

* Designed and implemented customized learning programs providing colleagues with the capability to
operate successfully as the organization restructured retail sales operations from internal resources to
an outside vendor and transitioned from direct sales in the food channel to broker sales. Result:
Smooth transition with no loss in sales.

Market Development Manager, Northeast Region (1992-1993)
Assisted the region sales team in achieving targets through development of market and account
specific programs, analysis identifying opportunities, and developing business plans to grow sales.

Key Contributions:
* Created Trident Multipak market program that delivered a +70% sales increase in the Boston
Market, versus prior period.
* Identified opportunity and developed action plan resulting in distribution gains for Rolaids 150s,
delivering a double-digit sales increase.

Product Manager New Gums (1991)
Appraised products and concepts that could create points of difference, sustainable positioning, and
profitably grow market share.

* Demonstrated strong leadership, initiative, courage and accountability to the organization by
discontinuing product in live test market.

Assistant Product Manager, Trident Gum (1989-1991)
Managed sales forecasting, trade analysis/opportunities, promotion planning and execution, brand
budget, special pack analysis.

* Lead team in developing and launching a new critical product that achieved the brands sales goal
and PBT goals in the first year.

Manager, Sales Planning and Promotion (1988-1989)
* Liaison between Sales and Marketing in the creation and communication of sales plans.
Recommended and developed trade promotion spending, execution, and timing.

Manager Sales Training, Southeast Region, Atlanta, GA (1986-1988)
* Delivered selling skills programs to all managers and territory representatives in the region.

Field Sales Experience, Atlanta, GA
* District Manager (1986)
* Key Account Manager (1983-1985)
* Territory Representative (1980-1983)


MBA, University of Memphis, Memphis, TN
BBA, University of Memphis, Memphis, TN


* Situational Leadership II, certified
* Herrmann Brain Dominance Instrument (HBDI), certified
* Meyers Briggs, qualified
* Accomplished in Targeted Selection, a behavioral interviewing process


* American Society for Training & Development
* Northern New Jersey Chapter, American Society for Training & Development Vice President of

on to say that there are basic assumptions of motibation practices by managerswhich must be
understood. First,that motivation is commonly.Second,motivation is one of several factors that go into a
persons performance (e.g.,as alebrarian).factors such as ability, resources, and conditions under which
oneperforms are also important. Third, managers and researchers alike assume thatmotivation is in
short supply and in need of periodic replenishment. fourth,motivation is a tool with which managers can
use in organizations.If managersknow what drives the people workers to perform by fulfilling or
appealing totheir needs.To Olajide (2000),it is goal-directed, and therefore cannot beoutside the goals
of any organization whether public,private,or non-profit.
Strategies of Motivating Workers
Bernard in Stoner, et al. (1995) accords dye recognition to the workerssaying that,the ultimate test of
organizational success is its to create valuessufficient to compensate for the burdens imposed upon
resourcescontributed.Bernard looks at workers, in particular librations, in an
organizedendeavor,putting in time era of the information superhighway, employers of information
professionals or librarians must be careful to meet their needs.Otherwise, they woll discover they are
losing their talented and creativeprofessionals to other organizations who are ready and willing t meet
theirneeds and demands. the question here is what strategies can used to motivateinformation
professionals, particularly librations? The following are strategies:
salary,wages and conditions of service:
To use salaries as a motivatoreffectively, personnel managers must consider four major components of
asalary structures. These are the job rate, which relates to the importance theprganization attaches to
each job; payment, which encourages workers orgroups by rewarding them accor ding to theier
perfoemance personal or special

allowances, associated with factors such as scarcity of particular skills or vertaincategories of
information professionals or librarians, or It is also important toensure that the prevailing pay in other
library or information establishments istaken into consideration in determining the pay structure of
their organization.
Akintoye (2000) asserts that money temains the most significantmotivational strategy. As far back as
1911.Frederick Taylor and his scientificmanagement associate described money as the most important
factors inmotivating the industrial workers to achieve greater productivity. Tayloradvocated the
establishment of inventive wage systems as a means of stimulating workers to higher performance,
commitment, and eventuallysatisfaction. Money possesses significant motivating power in as much as
itsymbolizers intangible goals like security ,power prestige, and a feeling of accomplishment and
success.Katz, in Sinclair,et al.(2005) demonstrates themotivational power of money through the process
of job choice. He explainsthat money has the power to attract,retain, and motivate individuals
towardshigher performance. For instance,if a librarian or information professional hasanother job offer
which has identical job characteristics with his current job,butgreater financial reward ,that warder
would in all probability be motivated toaccept the new job offer.Banjoko(1996)states that many
managers use money toreward or punish workers .This is done through the (e.g.,premature
retirementdue to poor performance).The desire to be promoted and earn enhanced paymay also
motivate employees

staff Training
No matter how automated an organization or a library may be,high productivity depends on the level of
motivation and the effectiveness of theworkforce.Staff training is indispensable is an indespensable
strategy formotivating workere. The library organization must have good trainingprogramme. This will
give the librarian or information professional

opportunities for self-improvement and development to meet the challenges andrequirements of new
equipment and techniques of performing a task
Information Availability and Communication:
One way managers canstimulate morivation is to give relevant information on the consequences of their
action on others (Olajide,2000).To this researcher it seems that there is noknown organization in which
communicate,cooperate,and collaborate with oneanother. Information availability brings to bear a
powerful peer pressure,wheretwo or more people running together will runners.By
sharinginformation,subordinates compete with one another.Studies on work motivation seem to
confirm that it improvesworkersperformance and satisfaction.For example,Brown
andShepherd(1997)examine the charecreristics of the work of teacher-librarians infour mmajor
categories: Knowledge base, technicalskills,values,and beliefs.He reports that they will succeed in
meeting thischallenge only if they are motivated by deeply-held values and beliefs regardingthe
development of a shared vision. vinokur,jayarantne,and Chess (1994)examine agency-influenced work
and employment conditions, and asses theirimpact on social workersjob satisfaction.While
Colvin(1998)shows thatfinancial incentives will get people to do more of what they
aredoing,Silverthorne(1996)investigates motivation and managerial styles in theprivate and public
sector. The results indicate that there is a little differencebetween the motivation needs of public and
private sector employees, managers,and non-managers.