Transformed Newell Brands from $5.2B holding company (2011) to $9.4B consumer goods company (2019)

Increased annual dividend from $0.20 per share (2010) to $0.92 per share (2019) and drove enterprise value from ~$5B (Q3 2011) to ~$15B (Q2 2019), having peaked at over $25B in 2017

Completed 35 transactions to establish multi-core consumer durables business with leading brand positions in seven global categories (Writing, Baby, Food, Appliances, Home Fragrance, Outdoor, and Security)

Reduced overhead structure of company from 22.5% of revenue (2011) to 17.8% (2019 estimate) while increasing advertising and promotion investment from 2.5% to over 4%

Nearly doubled innovation funnel value from 2011 to 2019 and drove e-commerce channel penetration from 9% of revenue to over 20% globally (26% in US)

Strengthened organization capability and expertise in product design, innovation, brand building and eCommerce (recruited new talent from the outside to lead these disciplines), creating enterprise-wide organizations for Design (Kalamazoo, MI) and eCommerce (Hoboken, NJ) with significantly up-skilled talent; simultaneously created center of excellence in Supply Chain with resources recruited to the company from the outside to strengthen working capital management practices and improve operating cashflow

Completely changed top leadership team and talent deeper in the organization through a combination of external recruitment and internal development, launching new HRIS system that supported a new performance management and learning platform called grow@newell

Transformation of company occurred in 3 chapters: 1) proving the new business model at Newell Rubbermaid which resulted in significant value creation (2011 to 2015); 2) scaling the company through the acquisition and integration of Jarden Corporation (2015 to 2017), a company materially larger and more complex than Newell (Jarden: 52 P&L units, 42 ERP systems, $10B in sales); and 3) accelerating the transformation of the company in response to a series of external disruptions and in the context of activist engagement (2018 and 2019)

In second half 2017 through mid-2018, led the organization through three rapid-fire external disruptions (top writing retailer takeover/restructuring, top baby gear retailer bankruptcy, resin network force majeure as a result of Hurricane Harvey) which negatively impacted growth and earnings on former Newell Rubbermaid businesses accounting for nearly 50% of Newell Brands EBITDA; these events disrupted 25 consecutive quarters of delivering or exceeding guidance; after two missed quarters, reestablished 6 consecutive quarters of earnings guidance delivery (through Q2 2019)

In January 2018, launched the company’s Accelerated Transformation Plan (portfolio and organization restructuring) and successfully defended the company’s strategy through an “unprecedented” activist battle which was resolved in Q2 2018

Drove the Accelerated Transformation Plan into action divesting businesses accounting for about 30% of the company’s revenue generating after tax proceeds of about $8B. Proceeds were passed back to shareholders via deleveraging and share repurchase and reduced the professional headcount of the company on continuing operations by 16% in the year subsequent to the activist battle delivering gross cost benefits of over $200M

Retired June 30, 2019 after nearly 10 years on the Board of Directors and 8 years as Chief Executive Officer with portfolio actions largely complete and the company greater than $4B larger than 2011, over $7B of deleveraging completed since 2016 (with another $750M tender announced), overheads substantially resized to the $9.4B revenue stream, growth returned to 5 of 7 operating divisions including the critical Baby and Writing Divisions, the dividend increased by over 350% during tenure, and enterprise value $9B greater than first quarter as CEO in Q3 2011