Julie Raphel

• Lead, train, and guide channel marketing managers to work autonomously on their respective accounts in developing and implementing strategic channel marketing plans to drive increased sales yoy.
• Oversee multiple customers and channel distribution models while maintaining a cohesive channel strategy. Identify new marketing opportunities and evaluate current and future partnerships to drive expansion and growth.
• Collaborate with Sales and Product Management to land new products at key accounts providing brand visibility while developing initiatives to outpace competitors and establish a dominant position in the market.

October 2022 - Current
Divisions managed: Professional and Consumer Power Tools, Fastening, Home Products and Anchors
Wholesale accounts: Do It Best, Orgill, True Value and Regional Warehouses
• Onboarded and trained Assistant Channel Managers to run all Fastening and Home Products.
• Launched Anchors in Hardware channel driving incremental sales of $1.7M in 2023.

February – September 2022
Divisions managed: Professional and Consumer Power Tools
Ace, Do It Best, Midstates, Northern Tool, Orgill, True Value and Regional Warehouses
• Supervised 2 Channel Managers who oversaw ACE & Midstates.
• Managed day to day sales and promotional activities for DIB, ORG, TRUE and RWs by devising comprehensive show programs to optimize sales and profitability utilizing a blended and strategic mix of skus.
• Listed over 156 new items into DIB, ORG and TRUE, driving incremental growth by 13%.

• Responsible for developing and executing comprehensive channel marketing strategies to drive sales and revenue growth through various channels, while collaborating with cross-functional teams, managing brand integrity, and leveraging data-driven insights to optimize marketing efforts.

July 2021 - January 2022
Divisions managed: Consumer Hand Tools
Ace, Do It Best, Midstates, Northern Tool, Orgill, True Value and Regional Warehouses
Moved to Hardware/RW channel formerly known as 2-Step, wholesale accounts

January 2021 – June 2021
Divisions managed: Consumer Hand Tools
National Retail Accounts: TSC, Menards, Costco, BJs, RGMASS

November 2019 – December 2020
Divisions managed: Outdoor Power Tools and Consumer Hand Tools
National Retail Accounts: Blains, Fleet Farm, TSC, Menards, Costco, BJs, RGMASS

• Oversaw promotional display development and executive of all NA business units and retail channels, $380M in executions
• Ensure promotional team meets all customer's RDDs and align with demand for monthly GSV and MAPP#s
• Cultivate relationships and set clear communication with all departments including Channel, Sales, Demand, Supply, Finance, Distribution Centers and Kitting Facilities to ensure SBD delivers promotions with a 98% on-time delivery and fill rate
• Assess capacity constraints across all 3PLs to maximize space, minimize costs and prioritize efficient build out schedules
• Collaborate with Demand, Supply and Transportation teams to reduce inter deployments through planned shipments of direct containers to 3PLs, Assist and support sourcing team with RFQs of future 3PL implementation.

• Manage multiple value-added promotional builds across all channels from inception to delivery, maintaining timeliness and efficiency by prioritizing schedules, capacity scheduling and planning along with transportation of product and materials
• Work directly with Brand Marketing, Packaging Engineering and Corrugated Material Suppliers to create displays that meet the customer's requirements as well as budgetary plans/constraints set forth by Sales
• Led the integration of Irwin/Newell promotions into SBD guiding the employees through the process and instructing on several computer software programs and processes.

• Supervised 5 store managers, 15 assistant managers and 75 employees at 5 locations throughout Maryland
• Increased same-store sales at all locations for consecutively two years through improvement of efficiency standards in all processes including vendor maintenance, buying performance, incoming product procurement and back stock management
• Received franchise Elite status for all locations in 2015 and 2016 only given to stores with over $1 million in sales and exceeding company standards in performance (ADI, UPT, COGS, SOH)
• Created off site storage plan for all back stocked product and created a weekly drop ship schedule to locations based on sell through rates and effective restocking proficiency at each location
• Continuing to execute and analyze this plan to ensure all stores are at their optimum levels
• Analyzed each location's buying patterns, cost of goods sold for all buyers and back stock levels to ensure the correct amount of product is in the store thus efficiently utilizing space and driving increased sales yoy.

• Coordinated day to day operations of 14 retail locations driving $22-24M in annual sales, 90 employees
• Increased sales in 2012 by 3%, in 2013 by 4% and in 2014 by 6%
• Attained sales plan for 65% of stores in 2012, 75% of stores in 2013 and 85% of stores in 2014
• Implemented new loss prevention techniques which reduced shrink by 4.2% in 2013 and 2.8% in 2014
• Instituted a store-to-store transfer redistribution program to rotate stale merchandise driving sell through to 80% on dated items
• Succeeded in improving profitability through cost reduction in payroll, retention, and development of current team by motivating, coaching, and training them to excel in sales thus increasing overall company growth.