Associated Television , Los Angeles, CA

• American Idol Unauthorized (DVD) Launch (2 Disc Set)
• Feed the Children network television premiere EPK creation
• Evaluation of E-commerce strategy for DVD catalogue

Business Issue
Upon starting discovered the product strategy for American Idol Unauthorized that was currently in place was faulty and would not work to sell this DVD online/offline.
What I Did
Re-evaluated the product brand strategy with 9 different test scenarios to determine viability . Despite $100k+ investment in producing this DVD the market did not perceive this title as desirable. Immediately created a new online marketing campaign with web analytics, and designed high-end marketing materials with a new image, including a website & shopping cart system.
Results
Within 3 months traffic increased, attracting   other distributors. Sales also increased 35% at the retail end when the product was released.

Upon boarding discovered that the strategy of market expansion in a prestigious and pricey neighbourhood was not supported through proper branding and marketing tools. Despite $50K in branding the market did not perceive Boardwalk as a viable entry.
What I Did
Immediately created a new brand name for this division and designed high-end marketing materials with a new image and name, including a Website. Within one year listings of high-end properties soared fivefold, attracting top-notch agents. Sales also increased 35%.
Results
Practices for Marketing were resulting in   increased advertising errors, deadlines being missed, sellers pulling their listings and irate sellers complaining to Realtors. Upon on boarding immediately restructured methodology communicating ad policies, revamping ad forms, immediately reduced ad errors. Creatively researched and developed existing online Intranet solution and modified to handle all advertising and internal communication, within two moths advertising errors were reduced by 80% and deadlines a non issue. Seller complaints were reduced by 75%, agents utilized this technology as a selling point and listings also increased.     Current lack of positioning, no name, and   unclear branded communications for sales training program resulted in lower recruiting numbers, poor image perception when selling program to new licensees. Lack of a program brand, nepotism and resources shortage exacerbated conditions. Immediately got management to agree to a new brand name that represented the company accurately, hired designers and provided direction for creative collateral. Upon approval eight new agents were hired and lead generation increased by 35% in three months.     Changing market conditions prompted new   direction for recruiting as company was having trouble attracting productive agents. Got management to eliminate old advertising methods and move to online marketplace, by using job boards, email campaigns and hiring full time recruiter to track and manage campaigns. Within three months five experienced agents were hired and $3M in property listings were added to inventory.
View Boadwalk Realty Identity Kit Here*

Peloton Retirement Planning
Business Issue
The strategy of opening a new market in the West LA for a successful financial planner targeting Physicians was not supported by proper naming, business structure, branding and marketing tools.
What I Did
Upon boarding immediately created a new brand name for this division and designed creative corporate identity, marketing materials with a new image, including a Website.
Results
Within one year sales increased 35%,   client obtained five high net worth clients, increased time management skills, developed clarity that lead to $30M real estate investment deal for him and his clients.
View Peloton Identity Kit Here*

Invision Group
Business Issue
An audit of overall personal marketing-message strategy for an Executive Coach showed a lack of vision, focus and correct-audience targeting for a client engaged in executive coaching for women in entertainment.
What I Did
Refocused all marketing communications/PR to aggressively reach new audiences coherently.
Results
Within one year, revenues increased 25%.

MGM Entertainment Inc, Santa Monica, CA, (IT Consultant/Business Analyst)

Responsible for overall support of Creative Services department and deliverables getting to FTP sites for production.

IT practices for Creative Services were resulting in increased user downtime and missed deadlines. Response time for support was 3-4 days. Upon boarding immediately collaborated with the field user, which resulted in new policies, solving pending issues and updating equipment/software. Within five months trouble tickets were reduced to ZERO, response time was within three hours, an 80% complaint reduction, redeployment of expensive IT equipment, 100% deadline compliance, user downtime was reduced by 80%, and productivity soared.

Apple Computer Inc, Santa Monica, CA, (IT Consultant/Classroom Coordinator)

Responsible for setting up and optimizing training classroom and ensuring instructors were up and running 100%

Existing protocol had no systematized way of setting up classrooms and no organized method for handling inventory. This caused classes
to be postponed creating irate employees. Spearheaded cleaning out inventory, optimizing all machines during class downtime, and set procedures for faster setup, and measures for inventory tracking. Result: 100% classroom uptime, student satisfaction, on time starts with 10% increase in new signups.
 

TV Guide, Hollywood, CA, (IT Consultant/Onsite
Manager of Tech Services)

IT Consultant/Onsite Manager of Technical Services for Hollywood Division reporting to Tulsa, OK HQ.

Division was experiencing poor user response times, increased escalations, specialized knowledge to handle TV studio live support, and specialized software attention. Lack of resources required one person to carry entire load. Upon boarding implemented optimized solutions to deal with reoccurring problems, proactively serviced systems and leveraged relationships with users to troubleshoot problems. Downtime reduced by 45% and response time became less than two hours, increasing productivity in all units preparing the unit for purchase by GEMSTAR.

Digital Domain, Venice CA  (Senior Systems Administrator, Asst. Manager of Technical Services)

Responsible for overall support of business units, commercial dept, and help desk, supervising two employees.

· Upon boarding discovered that the business unit was at odds with IT for client access to work in progress so they could service them. Attended meetings and networked with both sides and created a no cost compromise. Designed high-end, user friendly interface, managed staff to not impact current work load, created videos to use system and then train their clients. Within three months perceptions changed, resulting in new clients.

Sony Pictures, Beverly Hills, CA (Business Systems Analyst)

Responsible for overall support of business units, provide business recommendations, and facilitate work to be done.
Other clients include: