Strengths, Talents and Core Capabilities

The greatest outcome of my political campaign in 2007 for Cincinnati City Council was the profound realization that I need to engage my time and talents with projects, programs and process which make a difference. Projects require people and I am an excellent coach and taskmaster. I have worked with all kinds of people and directed large and small projects. Organizing, positioning and motivating projects requires a leader with the ability to identify, prioritize and delegate tasks and manage people, time, resources allocations and efficiencies. My career goal is to contribute to the success of meaningful projects—advancing the Cincinnati region—its arts, culture, people and communities.

Multi-Dimensional and Diverse Projects

• As an independent consultant, I founded a networking and support organization called e-Brats (Entrepreneurial Business Resources and Talents) for new entrepreneurs. We had monthly meetings, guest lecturers, pilot presentations, brainstorming sessions and collaboration. The program continued for years after I left it. (2002–06)
  
  
• For several years the Greater Cincinnati Convention & Visitors Bureau considered building a visitor center downtown. In 1999, the project was handed to me and in two years I raised $1.5 million dollars and opened a full-service, state-of-the-art, international visitor’s center on Fountain Square, which housed both GCCVB and WKRC Local 12 TV. It welcomed guests from 52 different countries its first year in service. (1999–2001)
  
  
• Working with more than 200 member attractions and hotels, I garnered participation in and launched an interactive reservation website system that was a user-friendly, reliable resource for visitors and the hospitality industry. This was the very first on-line program to purchases tickets to our attractions and book hotel lodging for Greater Cincinnati. (1996)
  
  
• Cincinnati’s arts and culture differentiates our city for recruitment, development and tourism. I persuaded the GCCVB board to invest in cultural tourism in 1996 and built the campaign over six years from five partners and $50,000 to 22 partners, a dedicated interactive website with an online booking and ticketing program and a collaborative budget with in kind contributions of $300,000. (1996 – 2002)
  
  
• I developed and implemented DCI’s “I Do Downtown” marketing campaign and affinity card, involving 52 downtown retailers and restaurants. (1994–95)
  
  
• Holidays Downtown was a multifaceted event created and produced by Downtown Cincinnati, Inc. (DCI) that attracted more than a quarter-million visitors annually during the winter holiday season and rebuilt the foundation for an urban holiday tradition. I produced this event in 1993, 1994 and 1995.
  
  
• I worked as director of operations for a food processing plant and directed the managers of purchasing, productions, mechanics, sanitation, sales and food science. During my tenure we developed two new private label grocery frozen food products and earned the highest FDA rating in the history of the company. (1991–93)
  

Teaching, Facilitating and Empowering through Project Management

• During my political campaign in 2007 for Cincinnati City Council, I engaged, empowered and mentored students from Covedale Elementary, Walnut Hills High School, and the University of Cincinnati in local politics.
  
  
• The Big Pig Gig brought international attention to Cincinnati, thousands of visitors from across the country and raised over $800,000 for arts and social service organizations in 2002. As chair Big Pig Gig marketing committee, I had only $5,000 to spend and leveraged it with the sponsors to generate community pride, activism and generate local, national and international media coverage for Cincinnati.
  
  
• Ensemble Theatre of Cincinnati won acclaim for its productions by the audiences and critics, but its staff and board were stagnant and struggling. I identified weak points with the staff and recommended adjustments to the organizational chart and employee responsibilities. I conducted the feasibility study for expansion and worked with the existing and new board members to lay the foundation for greater capacity and an expanded facility. (2004-05)
  
  
• I refined the sponsor benefit packages for Ensemble Theatre of Cincinnati, tripled the size of their annual fund database and doubled annual fund gifts by cultivating new donor foundations, corporations and individuals. (2004)
  
  
• As an active member of the executive committee for The Ohio River Way, I conceived and produced the Tri-State River Heritage Tourism Workshop with speakers and more than 100 attendees from the Tri-state region. (2003)
  

Projects of Politics and Governance

• From 2002 through 2006, I worked for Councilmember and Vice Mayor Jim Tarbell to research and write the plan, committee structure, goals and policies for the City of Cincinnati’s Arts and Culture Committee. The plan appropriated $2 million for capital improvement to various small, mid-size and large institutions in the city.
  
  
• I developed the plan and policies for the “Live. Buy. Design. Homeownership Program” adopted by the City of Cincinnati in June 2005. The program is administered by The Homeownership Center.
  
  
• I identified the need, secured funding and developed the criteria and policies for the “Business First Adventure Program” that the Over-the-Rhine Chamber employs to secure new business into the neighborhood. It leveraged $160,000 in public funds into more than $1 million in economic impact during 2006.
  
  
• In 2004, when the Gateway Garage was under construction in Over-the-Rhine, I negotiated a five-party collaboration for to resolve the need for safe, nearby patron parking for Ensemble Theatre of Cincinnati. The City of Cincinnati, Kroger, AAA, and Parking Company of America collaborated on a successful solution.
  
  
• I created, launched and directed “Spirit of Cincinnati”, the 501(c)3 non-profit organization for the Greater Cincinnati Convention and Visitors Bureau in 2000.
  

Marketing and Communication Projects

• Iacono Productions does great work telling the story of and for business clients, but it was not communicating their own capabilities in a compelling way. I managed an e-communication campaign – adding visuals and interactive functions to four company websites to more effectively tell the story of four Iacono divisions. The new features measured website activity and contact information more accurately. (2005)
  
  
• Working with Ensemble Theatre of Cincinnati’s artistic and administrative departments, I initiated an e-mail database for electronic marketing campaigns and redesigned website navigational plan (2004.)
  
  
• Working with the owners and a graphic designer, I designed the new brand and developed the brand standards and marketing plan for Garden Emporium (Celina, Ohio) that doubled their exposure and awareness in the market. (2002)
  
  
• I researched, authored and executed the start-up marketing plan for a new medical service company (Fort Recovery, Ohio) and increased business 170% in its second year of operation. (1993–94)
  
  
• As Operations Manager, I developed a corporate organization infrastructure and company handbook with employee job descriptions for E. Huttenbauer & Son. (1992)
  

Education and Training

• M.B.A. in Entrepreneurship, 1990 • Xavier University, Cincinnati, Ohio
• B.S. in Marketing, cum laude, 1986 • University of Cincinnati, Cincinnati, Ohio
• Certified Destination Management Executive, International Association of Convention & Visitor Bureaus, 2002
• Certified Arbitrator, 1993, Better Business Bureau, Cincinnati, Ohio
  

Employment History (All positions in Cincinnati unless otherwise noted)

• Iacono Production Services, Vice President of New Business Development 2005 – 2007
  
• Ensemble Theatre of Cincinnati, Development Director 2004 -– 2005
• Market Share, Business Consultant/Owner 2002 – 2005
• Greater Cincinnati Convention & Visitor Bureau, Vice President,
  Tourism, Membership & Communications (1998–02)
  
• Director of Tourism 1996 – 2002
• Downtown Cincinnati Inc.., Vice President, Marketing 1995 – 1996
• Market Share, Marketing Consultant/Owner 1993 – 1995
• E. Huttenbaurer & Son, Operations Manager (1991–93) Director of Marketing 1989 – 1993
• Chockful o’ Nuts, Midwest Regional Manager 1987 – 1989
• Tetley, Inc., Columbus, Ohio, District Sales Manager 1982 – 1987
• Sklaris, Trina Inc.., Nestle, Inc., Regional Sales Manager Positions 1976 – 1982
  

Professional Affiliations and Community Contributions

• eadership Cincinnati, Class XXII, 1998 – 1999
  
• Regional Cultural Planning Committee, 1998–99 e-Brats, Founder, 2002 – present
  
• Big Pig Gig, Executive Committee, Chair of Marketing Committee, 2000 - 2001
  
• Over-the-Rhine Chamber of Commerce, Board Member, 2000 – 2003; Officer, 2003 – 2008
  
• Regional Leadership Forum, 2004 – 2005
  
• The Ohio River Way, Inc., Founding Board Member, 2002 – 2005
  
• Friends of College - Conservatory of Music, Board member; Harmony Fund, 2008
  

January, 2008