Profile

What I Do.

Innovate. Progress. Envision. Lead.

I bring the future to today. I strive to develop unique products while simultaneously grooming culturally strong teams that revolutionize how we experience and, equally important, how we influence our world. 

Areas of expertise.

I’ll always be a product design guy. I’m also deeply focused on developing diverse strategies – local and international – that will penetrate and ingrain themselves within the hearts and minds of our audiences.

People and culture drive my passion for creating unique products and experiences that possess a deep sense of value and meaning.

My capabilities.

Leadership & Cross-Functional Team Management, International Market Strategy, Multi Generational Product Planning, Product Innovation, Category Management, Trend Identification & Analysis, Merchandising, Budgeting  & Cost Reduction, Product & Marketing Positioning and Communications, Creative Storytelling, Client & Vendor Relations.

My Goals.

I’m constantly evolving and pushing forward. Yet, I am someone who enjoys the journey, taking each day as it comes. I’m eager to learn and make a difference and I gravitate to those organizations and accept positions in which I can consistently experience these two things.

My professional goals involve leading teams and directing business and design initiatives in innovation oriented environments on the international scale, where technology and culture converge to create new products that therefore enhance human experiences.

 

How I Work.

Product Development

What is your product development philosophy?

I believe in being unique and creating emotions and to be in coherence with the company’s brand image and overall strategy.

Where do you begin when you first start to develop a new product?

There are two scenarios: 1. Look at the market and I see a gap or something missing, or I see a way to create something really different from the others. 2. Sometimes, I have an idea or a concept in my mind that can come from any inspirations like automotive, architecture, and I just create it.

How do you approach problems in product performance?

Usually, I don’t do it alone. Depending on the complexity of the problem, I try to assemble a team to brainstorm to find different alternatives whether in design, materials, etc.

When it comes to design, what do you believe in?

Clean, one strong message so that it’s easy to understand, and something that could be complex, but looks simple and effortless. I’m into making small details that only the consumer will delight to notice after buying the product.

What are your beliefs when it comes to following trends (giving people what they want) versus creating them (telling them what’s important now)?

For a company, it has to be balanced. I don’t like the phrase “following trends”. These products are not revolutionary; they’re commercial. They allow you to create volume and help you to tweak the “on trend” products so that you can make them unique with your own reinterpretation. When you’ve developed volume, you can also have fun and create something different and that could spark a trend that nobody else has anticipated.

How do you balance the different needs of the product component model (from core components like design features, functional features - to trademark, branding, styling - to deliveries, spare parts, repairs and maintenance)?

When I design – I always have that in mind from the beginning. You’re creating a product for a specific company, so that product has to have a certain “DNA” that fits within the brand body. The product has to match that expected quality and it will have good consumer satisfaction.

Market Strategy

How important is market research? How do you use it to formulate your strategy?

Before designing any product, you’ve got to do some groundwork to look at price range, what has been done, to understand that what you’re trying to create is unique and that you don’t follow someone else’s path. Data helps to define the features that others don’t have that will allow you to shine and be attractive in terms of price point. I do feel that it’s up to you to really go for it, develop the best product in mind (with the team), and it’s not necessary to do focus groups at the early stage. Once the final prototype comes around, then you can get some real feedback to get some answers that may not be about product improvement, but how to communicate the story. Minor details can help refine the design or refine the story.

How do you approach international strategy (emerging markets versus fighting for market share)?

I don’t control too much of sales, but emerging markets usually buy into existing franchise models that are safe bets to build brand exposure on products that already work. For those markets in which we are already established, there are different needs – and sometimes you manage to create one strong product that can fit all in terms of product appeal and it’s just a tweak in colors that will make sure clients in Asia, Europe, or in the US that the people are into. The other factor in each continent, sometimes you have very different trends. So, at this stage, you have to design product with that specific consumer in mind without polluting the process with the idea of trying to satisfy everyone in the world. If I have a client in Japan, I focus only on satisfying that person in Japan. I find that usually you can create something that can be shared that is unique and breakthrough, beyond current trends, across the board in all markets.

When it comes to merchandising product, how do you know which are winners and losers? How does it affect your product line strategy?

I see merchandising as growing plants – it’s organic. You have some products that grow as soon as they’re launched – like quick fashion trends that grow fast and die quickly like leaves. They leave room for other products. The roots of the plants are the franchise – need new colors, features to keep them alive to be sure the whole plant alive. The branches are products that are future trends that will take time to establish. They last for a few years, so make sure that they’re trimmed and encouraged to grow so they’re not forgotten. Every month, you look at sales reports and cut what’s not working anymore and in terms of inventory make it easier and leave room for new-ness.

Market opportunities. How do you recognize an opportunity in the market?

I recognize it when we have an idea and I keep looking to see if it’s out there and when I don’t see it – I try to understand why nobody else has done it before and if there is potential for that idea to grow substantially so that it can generate strong revenue for the company.

How do you balance business growth needs as indicated by investors in relation to creating strong, brand products that are authentic and relevant to consumers?

In terms of designing product, it’s about staying true to what your brand is and who you want to be. Have that in mind. If you start to question if it’s authentic or not, then it’s a path I try to avoid. It may bring a quick profit on the short term, but it will damage brand image on the long term. I’m more into long term growth rather than getting a quick check from a customer.

How can you tell the difference between a good marketing strategy versus a poor strategy?

For me, a good product strategy is when everything is aligned – product is cleaned, everything is easy to use, then the marketing communication is aligned with the message that is clear, curated, and considered. Everything just makes sense. A poor marketing strategy is two things: 1) The product sucks. 2) They try to just pack it with features that will satisfy everyone and then the message is completely lost and nobody doesn’t understand what it’s about and they don’t understand how to use it because they’re just too much stuff on it.

Leadership

What is your philosophy on teamwork when it comes to getting projects done on time and done well?

I like to see teams that focus on the group over personal agendas. I’m all about grooming a strong work ethic where people don’t need to be reminded to do things. I do keep track that factories do their part and on time. I make sure to ask the right questions to feel when something is wrong or if I’m not being told something. Always keep the conversation going so the project can move at the right pace and so that we can overcome difficulties.  I hope to be treated as I treat others: with respect, accountability, and good vibes.

What are you like as a team member (when you’re not controlling the show)?

I like to participate, provide suggestions and at the same time, I know where is my spot and I’ll show the respect to ensure that the project leader hold the reins.

From service, studio, communications, to sales – everyone needs their key information to do their part of the job and I’ve been known to deliver even before they ask because I know what they’re looking for and what they need to do their job well. A leader understands the work of those around them and their needs and their capacities.

Have you ever coached a team member, intern, or a colleague who was struggling? What was your strategy?

I do enjoy constructive conversations and I feel that it’s not everyone’s forte as there are those who can sometimes struggle with their managers. I’ve been known to be someone who can help build bridges so that my colleague can overcome the difficulty and forge a better relationship with his/her manager.

How do you solve problems (as a leader)?

I’m all about creating constructive conversation and putting in place some tasks that can remedy the problem over a certain period of time.

How important is company culture to you? How do you nurture a collaborative environment?

For me, company culture is really important. It enables everyone to share the same values and it creates more passionate collaboration that if it was at a place without culture where people are just getting a paycheck. I believe that people give more of themselves when there is a strong pervading culture.

Experience The Journey.

PRODUCT MARKETING MANAGER SNOWBOARDS & BINDINGSsalomon snowboards logo

Salomon Snowboards | Annecy, France | 4 Years

Manager of snowboards and bindings product line marketing conducting the international coordination of USA, EUROPEAN, ASIAN markets through innovative product marketing, design and brand development.
Conducted comprehensive market research, sales analysis, and forecasting to drive strategic business and creative design plans on time and under budget
Managed trade marketing and product related communications for the international stage.

Adidas

SENIOR GLOBAL PRODUCT MANAGER - ADIDAS BRAND

Nixon, Inc. | Encinitas, CA | May 2016 - January 2018

Creator and leader of all marketing plan, product briefs, merchandising plans and product marketing communication of Adidas watches.
Originated and directed the global product launch and go-to-market strategy for Adidas category encompassing both Adidas Original and Adidas Sport.
Communicated and led all the vision and marketing strategy to promote effective collaboration across departments and regional offices in the U.S, Europe, and Asia.

Zodiac logoPRODUCT MARKETING MANAGER

Zodiac | Vista, California | 1 Year

Acting director over Advanced Water Technology products grossing $60 million in revenue per year.
Led coordination of cross departmental efforts to align with corporate business model, gather market requirements, determine product life cycle considerations, and other aspects of product planning.

Nixon

GLOBAL PRODUCT MANAGER - MEN’S ANALOG WATCHES

Nixon, Inc. | Encinitas, CA | April 2014 - November 2016

Orchestrate the global product creation and marketing strategy and lifecycle of over 100 models (800 skus) spread seasonally over four channels and responsible of driving seasonal go-to-market strategy, growth objectives, and product assortment to achieve company growth.
Conduct sales analysis and forecast to define a clear, unique long-term product strategy for market differentiation based upon consumer profile and distribution channels.
Envision, develop, and present full, innovative product design briefs in order to execute a balanced line architecture. Oversee third party agency in the creation of design concepts. Present final products at global sales meeting presentations.

Zodiac logo

MATERIALS ENGINEER

Zodiac | Pompano Beach, Florida & Vista, California | 4 Years

Evaluates technical and budget factors, recommending engineering and manufacturing actions for attainment of design objectives of process or product by applying knowledge of material science and related technologies.
Reviews plans for new products and factors, such as strength, weight, and cost to submit material selection recommendations ensuring attainment of design objectives.
Plans and implements laboratory operations to develop material and fabrication procedures for new materials to fulfill product cost and performance standards. Confers with producers of materials, such as metals, and polymers, during investigation and evaluation of materials suitable for specific product applications.

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Details.

Professional Certificate of Marketing | University of California San Diego | 2006-2008

Masters of Materials Engineering | University of Polytech Montpellier, France | 2001-2003

Bachelors of Materials Engineering | University of Polytech Montpellier, France | 1999-2001

Solidworks Training, Solidworks Corporation | Fort Lauderdale, Florida, 2004

Failure Mode and Effects Analysis (FMEA), Reliasoft | Tucson, Arizona, 2005

  • Illustrator
  • Photoshop
  • Microsoft Office/Project 04-07
  • Financial Accounting Control System (FACS)
  • Lotus Notes
  • Discoverer Plus
  • Reliasoft Software
    • Please install the oAuth Twitter Feed Plugin and follow the theme documentation to set it up.