More than twenty years running brand, demand generation and the P&L across luxury automotive, hospitality and consumer products. Grew Bugatti's Americas business from $139M to $235M and took the region from 27% to over 50% of global volume, the brand's number one market worldwide for the first time. Controlled a $20M marketing budget across the Americas for Lamborghini. Most recently led a 30-person marketing organization at Bass Pro Hospitality.
Most marketing leaders have managed a budget. Fewer have carried the whole number. As Chief Operating Officer of Bugatti of the Americas, sales, service, parts, finance, marketing, customer service, legal, compliance and HR all ran through the same seat, and the pipeline inherited in 2020 was too thin for the growth targets. Replacing reliance on brand exclusivity with proactive acquisition across dealer accountability, financing, certified pre-owned and customer engagement is what moved the region to number one. Seventy percent of Chiron Pur Sport orders came from customers new to the brand.
More than twenty years across luxury automotive, hospitality and consumer products in North America and Europe, on both sides of the P&L. Started in production at Reebok Europe, moved into sales and then business-unit management at Meguiar's France, where a $0.8M loss became a $2.2M profit in 24 months, then crossed the Atlantic in 2008 to run event marketing for Automobili Lamborghini America in Santa Monica.
Nine years at Volkswagen Group of America followed. Marketing Manager and then Chief Operating Officer of Bugatti of the Americas, with full P&L for the entity. Then Vice President of Marketing and Communications for Automobili Lamborghini America, controlling a $20M annual budget with $1M signing authority across North, Central and South America. Before that, in Newport Beach, consolidated marketing for Ferrari, Maserati, Lamborghini, McLaren, Alfa Romeo and FIAT under one owner and built the six-person in-house team that cut combined spend 22% from a $6M base.
Most recently led a 30-person marketing organization on a $9M budget across the Bass Pro Hospitality resort portfolio, repositioning it from transactional room promotion to experience-led brand storytelling and launching a 24/7 guest concierge from concept to live operation in under six months. Dual US and French citizen. English and French.
Full P&L for the Americas entity, reporting to the President and CEO of Bugatti Automobiles. Grew deliveries from 20 to 49 units by optimizing the dealer network, restructuring margin and launching a leasing program. Seventy percent of Chiron Pur Sport orders came from customers new to the brand, a result published in Bugatti's newsroom. Overturned a global board mandate on track launches, judging it misaligned with North American buyers, and reallocated the region to an ownership-led approach.
Controlled a $20M annual marketing budget across North, Central and South America, reporting to the brand board. Restructured dealer margin so the network entered data into the CRM, and built real-time funnel and dealer-activity dashboards that drove sales, aftersales and financing programs. Generated about $6M across seven customer-funded activations, a model other Lamborghini regions adopted. Grew motorsports hospitality from 60 to 195 guests per race, producing $800K in incremental annual revenue. Sourced Ledger, Sonus Faber and Carbon Champagne into global contracts.
Consolidated marketing for Ferrari, Maserati, Lamborghini, McLaren, Alfa Romeo and FIAT under one owner. Built the six-person in-house team covering digital, events, social, design, content and media buying, bringing about $1M of annual agency work inside. Before that, as Marketing Director of Lamborghini of Newport Beach, grew the store into the largest Lamborghini new-car dealer in the US by volume, per internal reporting.
Turned the P&L from a $0.8M loss to a $2.2M profit in 24 months by shifting the business to consumer products, adding 25 points of gross margin. Won distribution at the two largest automotive chains in France and launched e-commerce at 85% gross margin. Developed the internal successor promoted to Managing Director, who held the role for 15 years.
Built across Bugatti, Lamborghini, Newport Beach and Meguiar's France. Applied in order.
At Bugatti the pipeline inherited in 2020 was too thin for the growth targets, and the fix was commercial before it was creative: dealer accountability, financing, certified pre-owned and customer engagement, with the dealer network rebuilt from 11 points to 12. Earlier, at Meguiar's France, the same logic shut down a low-margin professional line and rebuilt the unit around consumer products, adding 25 points of gross margin.
At Lamborghini the recorded customer base went from 12,000 to 22,000 once dealer variable margin was restructured so the network entered data into the CRM. Real-time funnel and dealer-activity dashboards then drove the sales, aftersales and financing programs used to help dealers collect orders.
Seven customer-funded activations generated about $6M, built against a board directive to put virtually the whole budget into prospecting, and other Lamborghini regions adopted the model. Motorsports hospitality went from 60 to 195 guests per race at full capacity, producing $800K in incremental annual revenue, by bringing local dealers in to host their own customers.
At Ferrari of Newport Beach, bringing about $1M of annual agency work in-house cut combined marketing spend 22% from a $6M base, with a six-person team covering digital, events, social, design, content and media buying. At Lamborghini, about $2M a year in agency spend across creative, PR, experiential, Google Ads, Meta Ads and SEO stayed under direct management.
Led a 30-person marketing organization on a $9M budget across the Bass Pro Hospitality resort portfolio. Repositioned portfolio marketing from transactional room promotion to experience-led brand storytelling. Launched a 24/7 guest concierge service from concept to live operation in under six months.
Controlled a $20M annual marketing budget with $1M signing authority across North, Central and South America. Grew the recorded customer base from 12,000 to 22,000 by restructuring dealer margin to drive CRM adoption. Generated about $6M across seven customer-funded activations, a model adopted by other Lamborghini regions. Led 15 people and two managers; hired seven and promoted two into larger roles. Ran global static and dynamic media launches and created the Neve ice-driving and Avventura off-road formats.
Full P&L for the Americas entity: sales, service, parts, finance, marketing, customer service, legal, compliance and HR, reporting to the President and CEO of Bugatti Automobiles. Grew revenue from $139M to $235M and deliveries from 20 to 49 units. Took the region from 27% to over 50% of global volume, the brand's number one market worldwide. Raised service loyalty from 61% to 76% and rebuilt the dealer network from 11 points to 12.
Relaunched and repositioned Bugatti in North America after a long market absence, on a limited budget. Took 94 first-year Chiron orders against a 125-unit North America lifecycle allocation. Built factory tour and Monterey Car Week hospitality programs for customer engagement.
Cut combined marketing spend 22% from a $6M base by bringing about $1M of agency work in-house. Consolidated marketing for Ferrari, Maserati, Lamborghini, McLaren, Alfa Romeo and FIAT under one owner. Built the six-person in-house team covering digital, events, social, design, content and media buying.
Grew the store into the largest Lamborghini new-car dealer in the US by volume, per internal reporting. Built the marketing plan across prospecting, customer loyalty and brand recognition.
Open to Chief Marketing Officer, Chief Growth Officer and Chief Executive roles, and to SVP, EVP or VP Marketing. Remote first, with hybrid flexibility in Dallas, Houston, Chicago, Denver and Atlanta. Based in Springfield, Missouri. Dual US and French citizen, no sponsorship needed.