Marie Dawson

WORK HISTORY

SKILLS

ABOUT MARIE DAWSON

Marie Dawson unlocks explosive growth for RS Americas, a global distributor of electronics and industrial automation products. The keys to her success: business acumen, marketing savvy and people management. Since joining Allied in 2006, Marie has leveraged her broad skill set to advance from Product Manager for power supplies ($35M annual revenue) to her current role as Product Director for a $390M annual revenue portfolio comprised of 1M+ SKUs across 10 categories, including electronics, tools and connectors. She excels in the full range of product leadership—from business development and supplier relations to strategic planning, process improvement and contract negotiation. As a growth catalyst, Marie secures new suppliers and products to expand Allied’s business with 100K industrial customers in North America. In the past six years alone, she has nearly quadrupled annual sales of her portfolio, and she recently launched a facilities maintenance product category that is expected to generate $50M revenue gain over the first three years. Marie is widely recognized as a “fixer” at Allied for creatively solving mission-critical issues, and she receives praise for serving as a strategic business partner to nine departments, including e-commerce, supply chain and operations. Marie’s accomplishments include: Technology Innovation: Conceptualized, developed and implemented cloud-based supplier relationship management application utilizing the Quick Base platform. New app drove accountability for the product team, streamlined processes and strengthened communication with supply chain, pricing and marketing teams. Marketing Campaigns: Secured $250K in co-op funding to launch customer-facing emails, home page advertising and Google AdWords/Remarketing campaigns to promote new products/technologies. IT Implementation: Trained 20 Product Managers as the PM SAP Super User when Allied transitioned from a legacy system to SAP. Ensured seamless implementation and prevented down-time during the go live. Team Building: Lifted department employee engagement score 11% in one year after acquiring a new group with low scores. Strengthened daily communication, issued clear directions and provided positive feedback.