Paul Henderson

Brand Builder! Impact Confections has two iconic confectionery brands, Warheads, and Melster. Our business is spearheaded by Wally Warhead, who has fearlessly led us for over 30 years. As our leader, Wally is looking to bring Sour to the People through the Warheads challenge. Warheads brand is part of the sour category and has been for decades, partly responsible for the explosive growth of the category. Circus Peanuts is a marshmallow bit of Americana dating back to the 1800s. Recently Impact Confections has divested its Janesville WI factory and now is solely focussed on the growth of its brands.

Applying P&L and general management experience to delivering results in the integration of sales and marketing with how businesses operate. A challenge many businesses face is that their front end customer facing organization operates in a way that causes systemic issues in the backend. We solve these problems. Have brought start-ups from having no product for market through an iterative R&D process to having a commercially viable product and even having customers. Delivering profit. Have taken CPG businesses where the sales and marketing arms were driving activities through the busienss that reduced profit and sales. While creating complexity for all arms of the business. To an orderly transparent system operating consistently to deliver sales that just made sense. I provide fractional executive leadership to select clients who need to instill a culture of accountability and transparency. While providing Sales and Marketing support for customers who need to find a way to predictable and consistent operations.

Created a globally available solarized roof tile so people could go solar beautifully. Very exciting team and product - a true startup. I spent two fun years taking a solar roof tile product from a rough premise to a finished product that was certified to be installed on homes around the world. I lead two fundraising rounds, and we built a worldwide distribution plan - the product is now available in 10 countries. I stay in touch with this exciting team as an advisor and shareholder. Achievements: Raised $1.5 M in funds to continue operations UL and CE accreditation for the Solar Roof tile as a building material and solar panel IP patents in both the UK and the US Created a worldwide distribution network plan Installed numerous beautiful homes Created a global supply chain Check the product out at www.solarmassenergy.com

Took a declining business, changed out the leadership, recruited new sales personnel, overhauled the strategy. Resulting in business growth in a declining market place. I really want to thank the team at Swirl for making me part of their family and supporting the journey we took together.

Worked across borders within Nestle, participated and created global initiatives, built an innovative category management approach for foodservice, developed a great leadership team, developed three leaders into VP/Divisional roles. Scope: Oversee Finance, Marketing, and Sales (160 employees) P&L responsibility (top-line, pricing, and G&A) Lead the U.S. sales effort, with matrix responsibility for North America Results: 1) Grew the top and bottom line, profit improved by 400bps, and the topline grew by 5% 2) Drove Customer Retention rate improvement of 20%, while new customers acquired had an average of 15% higher outlet volume 3) 2016 Employee Culture Survey - Team Engagement and Enablement ranked among the best across Nestle USA Key Actions: Implemented Salesforce.com across 210 users, linking 3 departments for full transparency. Developed a Lead Management System that created better lead qualifying approaches that allowed the sales force to close customers 20% larger than the previous average. Used Predictive Analytics to Improve Customer Retention by estimating which specific customers were at risk of going to the competition.

General Manager of the Canadian Foodservice Business Unit: Integrated a legacy acquisition onto SAP while posting growth in both top-line sales, and bottom line margin. During this integration the team managed a number of changes: 1) Reduced the number of warehouses in the business from 6 to 1. 2) Adjusted product mix allowing a reduction of over 60% to the sku count of the business. 3) Changed pricing structure to a national delivered pricing model 4) Eliminated the DSD business 5) Divested 2 businesses that were part of the business portfolio While making these changes the total business posted high single digit percentage growth, powered by targeted customer acquisition. And strong customer retention.

Overseeing the Canadian Sales effort for the Nestle Professional dispensed beverage business, the Cellarcraft division, and export business sold from Canada.

Overseeing sales activity in Eastern Canada from Thunder Bay to the Atlantic ocean

Managed the Regional Sales and Service force in the Ontario, Canada Sales region