Paul Stratta

Interim management and project / consulting to small -> medium-sized outdoor and sporting goods industry clients, seeking to fast-track, and better-track, their businesses outside of home markets. Work focused on international distribution management, relevant brand / company marketing, and sustainable business development. Specific geographical expertise throughout the EMEA region, and Latin America

Led the company’s re-boot after 4 years of start-up investment and NOLs, brought in by the Chairman to become Gocycle’s first ever CEO (interim). Managed and motivated staff of 20 employees. Main achievements; • Re-Structured entire commercial Go-To-Market strategy, replacing poorly performing European distributors with direct-to-dealer approach via owned and agent-orientated sales model. Delivered +65% growth vs. 2013, while generating greater margin % and £.

Managed European business for Company's Action Sports division, comprising its Giro, Bell, Easton, and Blackburn snow and bike equipment and accessory brands and product categories.

Reported to the CEO, direct a U$S +60 M revenue P&L and business of the Europe North region, consisting of the UK / IRL, Benelux, and Nordic territories. Responsible for sales force of eleven (11) salespersons, three (3) marketing managers, and two (2) after-sales managers, among others in back office. • Customer base includes outdoor specialty, sporting goods, mass merchants, cash-and-carry, wholesalers, Internet, and country / channel specific distributors.

Reported to the CEO, directed the EMEA brand and business strategy for the Coleman brand, managing product, distribution, and sales strategies and imperatives for all of EMEA region. • Supervised a Lyon-based central marketing and product management team, with compliment of subsidiary marketing and sales teams across EMEA region across eight (8) in-country subsidiaries. Brand grew at +20% annual rate; on plan at 3-year target range

Directed the Company's global brand / marketing strategies for its Hi-Tec branded portfolio of outdoor, golf, court, athletic footwear; and its Magnum branded tactical work boot business. • Led a complete re-branding and strategic exercise for Company’s brands, still leveraged today. Generated large £ savings via centralisation of twelve (12) subsidiaries’ marketing. • Created an entirely new function and department (Global Marketing).

International Business, Marketing, Finance, Strategy