linda lauw
Seattle, WA
currently: Open for projects
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Work history
Expedia
February 2004 to the present
Director, Growth
tags:
product management
• retailing
• marketing
• strategy
• planning
How would you describe your time at Expedia?
Director, Growth
Identify, evaluate, model, and execute on opportunities to grow the Destination Services (DS) business, via new or enhanced products, channels, technology, and/or business partnerships, including acquisition.
- Full P&L responsibility for Partner/Growth business. Grew Partner/Growth revenue by 2X 2008 versus 2007. Successfully negotiated global partnership deal in H109 which will grow operating income a minimum of 1.5X 2009 versus 2008.
- Manage $7.6M EBITDA portfolio of greenfield build, partnership, and acquisition initiatives. Responsible for keeping business development funnel full in order to achieve on quantitative and qualitative growth targets.
- Identified and developed deal hypothesis for two deals capable of doubling DS team EBITDA. Developed and established target interest; worked with Corporate Development and Finance to create detailed financial models and valuation scenarios; and played critical role in achieving candidate and internal stakeholder alignment to key deal terms. Primary business team point on due diligence and transaction processes, including post deal integration planning.
- Developed greenfield build models for major market entries, including Las Vegas and San Diego.
- Manage ~21 retail Expedia Local Expert retail locations, with ultimate responsibility for location contract negotiation/renewal, staffing, training, quality assurance, and managing locations to meet operating income goals.
- Secured approval and established tenets for launch of Expedia Local Expert business in EMEA with internal EMEA Tax and Executive team, despite strong resistance to concept at outset.
- Led development of business case and marketing requirements for Destination Services distribution API, resulting in project gaining product council approval. Evaluated third party alternatives to in-house development of API.
- Created new programs to further monetize existing website traffic, including: i) converting under-leveraged online DS shelf space to featured ad space sellable to preferred partners, ii) establishing designated service/receiving agents for otherwise non-monetized guest traffic arriving to core leisure destinations, and iii) spearheading RFPs for the DS business in select destinations.
- Team point on concept development and MOUs/LOIs for new formats and category of product, including in-room set top box DS selling, enhanced voice directory service, standalone Activities website, self-serve kiosks, shore excursions, dining reservations, etc.
- Awarded the 2009 Mercury Innovation Award (International Travel Catering Association) for the development of Hawaiian Airlines in-flight activities selling program.
Director, Planning and Product Management
Initiated and managed portfolio of over 20 Destination Services (DS) projects with combined net revenue/cost savings upside in excess of $13M over 2 year period.
- Managed prioritization and championing of all DS projects requiring Development resources; aggregated and published business requirements to Development; functioned as business team point during project lifecycle; communicated out project impacts to other teams as needed; tracked project performance.
- Advised on overall technology roadmap and strategy for DS, taking into account growth plans and operating income targets.
- Planned and product managed launch of: Activities tab ($23M/year in gross bookings), waiver products and merchandising ($3M/year), personalization testing (drove up conversion and profit +18% and +54%, respectively), merchandising tests (Walt Disney World product merchandising delivering $1.2M/year), cross-selling of DS with
GDS hotels ($500K/year), accounting extranet for suppliers ($500K/year in savings), first DS admin tool enhancements since tool inception ($100K/year in savings), and enhanced supplier notification.
- Led RFP process to select POS provider for DS business, negotiated license, and drove development of custom features. Over 100+ DS retail locations ($7M+ in EBITDA) actively use and rely on this technology.
- Functioned as DS team quarterback for Customer Satisfaction (CS) team, including providing updates to CS on projects with impact to DS scorecard and managing recurring CS surveying efforts.
- Prioritized DS bug fixes and stack ranked features within projects. Managed usability, UE, and UI for DS projects.
- Responsible for publishing weekly and monthly revenue updates for $150M business to the executive team, including commentary on performance versus Plan, forecast for BOY, status of key initiatives/deals, escalations, industry developments, and risks/opportunities. Mobilized team to implement improvements in the event of gap versus plan.
- Point on developing and gaining broad approval for annual DS team Plan.
- Developed and executed on annual promotions & merchandising calendar for DS team.
- Functioned as DS first point of contact for Finance, Accounting, and other Expedia, Inc. stakeholders on financial issues relating to DS, including consulting on DS highlights for earnings announcements and other team projects/initiatives with financial impact to or impacted by DS.... 
Director of Marketing, International and 3rd Party Products
tags:
strategy
• product management
• partnership
• planning
• marketing
How would you describe your time at RealNetworks?
Director of Marketing, International and 3rd Party Products
- Managed cross-functional team of 7 comprised of a Lead Program Manager, a Marketing Manager, two Developers, a QA Engineer, and two Financial Analysts.
- Designated lead on subscriber acquisition strategy for $30M International Consumer Products Group.
* Played critical role in growing active paying base of international subscribers from 0 in Q3 2002 to 60K+ in Q3 2003. Instrumental in growing International business to account for 50% of RealNetworks??? registered user base and 28% of total Consumer division revenues in FY2002.
* In Q4 2003, proposed and successfully tested/implemented new merchandising methodology estimated to yield an 800% increase in daily trial sign-ups of high-margin, high lifetime value subscription product at the cost of a 1% decline in daily trial sign ups of lower-margin, lower lifetime value subscription product.
* Responsible for weekly updates to President and executive team on project status and revenue/subscriber run rate, risks, and upsides.
- Launched Simplified and Traditional Chinese versions of RealOne Player software product in September 2003. Combined, the 9 language versions of RealOne Player that I owned the marketing/distribution of drove 30M+ installs and were the source of over 50% of non-North America software license unit sales.
- Managed the launch of 5 radio and 8 online media subscription service products (e.g. BBC News, Big Brother, UEFA).
- Key contributor in FY2003/04 revenue and expense planning with executive team and region managers.
- Exceeded Q4 2002 International Consumer Products revenue goal by 15%.
- Delivered 33% increase in International installed base direct marketing revenues Q3 2003 versus prior quarter.
- Delivered $11M in 3rd party products revenues FY2002. Drove quarter-over-quarter increases in domestic and international 3rd party products revenues 2002 to 2003.
Senior Product Manager
Marketing and product management owner of worldwide launch of 7 language versions of RealOne Player software product, including ownership of all components of the marketing mix and publishing of creative briefs and marketing requirements documents (MRDs).
* Coordinated activities across 4-person matrix team (Senior Marketing Specialist, Web Developer, QA Engineer, Financial Analyst), Localization, Packaging, Operations, Creative, PR, Finance, Legal, and Customer Service/Tech Support teams.
* Conducted pricing analysis to establish launch and promotional pricing. Launch drove $8M+ in 2002.
* Planned and deployed website, direct marketing, and partner programs to exceed revenue goals. Exceeded Q1 2002 revenue plan by 8%; grew Q1 2002 revenues 20% versus same quarter year prior.
* Delivered $680K in International installed base direct marketing revenues in Q1 2002 - an increase of 65% versus prior quarter. Delivered $320K in International email revenues, exceeding Q1 2002 email target by 90%.
* Marketing lead on RealOne Europe subscription service launch. Coordinated marketing and development efforts across US and Europe-based offices, contributing directly to successful product launch June 2002. Service generated $7M+ Q3 to Q4 2002.
- Managed $10M p.a. 3rd party products software business comprised of a portfolio of 40 3rd party software titles. Responsible for screening, selecting, contracting and distributing 3rd party software titles via real.com web properties and direct marketing channels. Drove site and direct marketing campaigns to meet revenue goals. Designed content publishing tool for www.real.com/accessories and directly administrated site using the tool....
Associate Brand Manager
tags:
marketing
• strategy
• advertising
• brand management
• product management
How would you describe your time at Unilever Foods North Americ...?
- Owner of $10.8M consumer marketing budget.
- Developed and deployed defense plan for Bertolli/Five Brothers white sauces -40% of the Brand's business- in the context of competitive white sauce launches. Plan included reformulation of core SKUs, with $13M+ positive impact anticipated. Led activities of cross-functional team from project kick-off to launch.
- Devised Bertolli/Five Brothers 2000 Interactive strategy, leading Ogilvy & Mather team to optimally leverage 360-degree Integrated Restage campaign. Re-launched fivebrothers.com, increasing click-thru 220% versus period prior to re-launch.
- Analyzed Bertolli/Five Brothers monthly in-market results to identify consumer and manufacturing opportunities and risks for $90M franchise; prepared monthly recommendations report; phased and forecasted volume and value share.
- Forecasted Bertolli/Five Brothers raw materials input to ensure product inventory for US and Australia through 2001.
- Led development of in-store Bertolli/Five Brothers merchandising vehicle from initial concept to national rollout. Spearheaded Ronzoni/ Ragu ???lasagna??? co-marketing in-store merchandising vehicle. Completed Bertolli/Five Brothers on-shelf secondary usage program in record 4-week time frame. Owned planning and implementation of Ragu new product on-shelf communications. Drove optimization of portability of clubstore size Ragu with Packaging....
Brand Management Intern
tags:
product management
• consumer research
• planning
• strategy
• brand management
How would you describe your time at Procter & Gamble?
- Assessed market opportunities for Commercial Products Group Away-from-Home Juice business (Sunny Delight and Hawaiian Punch). Presented analysis, total business plan, and next steps to management.
- To optimally leverage P&G???s Shortening & Oils (S&O) point-of entry program, developed S&O educational materials and teaching toolkit for culinary institute classroom use.
- Conducted qualitative research with supermarket deli bakery operators to discover key purchase drivers. Designed direct-to-customer Crisco Professional program to generate trial and drive volume/profitability.
- Secured full-time offer....
Commercial Lease Manager
tags:
marketing
• real estate
• partnership
• negotiations
• leasing
How would you describe your time at Canadian Metropolitan Prope...?
- Conducted market and feasibility studies for proposed five-star hotel in downtown Vancouver. Pitched project to head office and obtained approvals to proceed.
- Coordinated with City of Vancouver, project consultants and contractors in furtherance of CD-1 hotel rezoning of 560,000 square foot site.
- Managed rent roll of over thirty tenancies.
- Negotiated $4.2M renewal of lease with Province of British Columbia.
- Responsible for all tenant/ landlord activities, including initiation of litigation against tenants in default.
- Entrusted with full purchase order and contracting authority. Monitored operations budget of $2M+ p.a and reduced operating expenses by 10% over 6 months.
- Managed activities, development and performance of in-house engineering, maintenance, and security staff.
- Analyzed monthly income expense reports and identified irregularities. Recommended cost-reduction and revenue generating strategies adopted by senior management....
Education
Master of Business Administration
tags:
planning
• strategy
• brand management
• marketing
• product management
How would you describe your time at Cornell University, Johnson...?
- Immersion in Brand Management track
- Member of Marketing Association, International Business Association, and Cornell Equity Research
Bachelor of Arts, English Literature
tags:
strong academics
How would you describe your time at University of British Colum...?
Provincial Scholarship, UBC Entrance Scholarship, FH Soward History Prize
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