adam schorr's non-resume

MAN IN SEARCH OF THE SOUL...

…seeking employment for

the soul

Resumes are flat. People are not. In this document you’ll get a be:er sense of me so we can figure

out if we have a future together…

Who I am

What I’m looking for

What I believe

My story A bit of flavor

Adam Schorr [email protected]

201-‐676-‐0445

MARKETER

INNOVATOR

CPG

HEALTHCARE

AUTOMOTIVE

FINANCIAL SERVICES

leS-‐brain thinker

creaTve fun

people-‐focused passionate

adamschorr.com

linkedin.com/in/adamschorr

@adamschorr

What if people looked forward to Mondays?

WHAT IF COMPANIES IGNORED THEIR SIZE?

What if people feared inacTon?

WHAT IS THE NEXT BIG IDEA?

and the one aSer that…

I am looking for a posiTon where I can be true to myself. Where I can bring about posiTve

change. Where I can have big ideas and roll my sleeves up at the right Tme to make them real. And where I can surround myself with inspired and inspiraTonal people who respect and care for others as much as they respect and care for

their work.

I believe that…

Change is. Whether you like it or not

The human soul naturally wants to understand and improve its environment

There is only one of you. Don’t waste your Tme trying to be someone else. You will fail and the world will be deprived of what only you could have offered

It is becer to fail gloriously than to merely get by with a whimper

It is evil and stupid to be a jerk to others. Evil because it just is. And stupid because it will come back to bite you and those who depend on you

Some thoughts on organizaIons

There is no law of nature that says your organizaTon must have a place in the future. You can earn that place by anTcipaTng change and shaping

and/or adapTng to it

The “people stuff” is more important than anything else. Create the right culture and treat your people well and the rest will be a lot easier

Celebrate the uniqueness of each of your people. Species need geneTc diversity and organizaTons need a diverse group of people

OrganizaTons are systems. If you want to change an organizaTon, you should learn how the various components work together and change

them all together as needed

In the long run, you will be becer off pursuing greatness. Yes, you’ll fail from Tme to Tme. But your successes will more than compensate

UNDERGRADUATE

•  Yeshiva University •  B.A. Speech & Drama, cum laude

•  June 1991

I entered the hallowed halls of higher educaTon. But not at the place pictured to the right. That’s just a picture from Google. My goal was to learn, follow my passions

and see where they took me…

GRADUATE

I studied Speech & Drama because I believed (s6ll do) that many of life’s

challenges could be solved with be?er communica6on. Public speaking and stage ac6ng are powerful laboratories for tes6ng the impact of communica6on

•  University of Chicago •  Ph.D. Psychology •  January 2000 •  DissertaTon on effects of body language on paTent saTsfacTon

I con6nued my efforts to be?er understand the human mind and

communica6on behavior. I wanted to find a way to help people become more effec6ve. Not just at communica6ng but

at achieving their objec6ves

Next, it was Tme to earn a living. I was sTll intent on staying true to myself, following my passions and creaTng posiTve change. But now I chose to do that within the context of Corporate America

Round 1

Associate, 2000-‐2001

IdenTfied profit improvement opportuniTes in excess of $20 million for a chemicals company. Client closed a high-‐cost plant and implemented strategic segment-‐based pricing

Evaluated merits of entering the AIDS drug market for a large pharmaceuTcal company. Modeled expected HIV/AIDS incidence and prevalence to create market forecast

Developed organizaTonal recommendaTons to help non-‐U.S. pharmaceuTcal companies win in the U.S. market by becer leveraging U.S. input in product development

Developed framework to help new CEOs successfully transiTon into their role

I went on to McKinsey. It was a good place for people graduaTng from doctoral programs and it offered the chance to exercise my training in analyTcal thinking. McKinsey upped my game. It introduced me to the corporate world and its mores, taught me about 80:20 and helped me communicate with the brevity and clarity demanded by busy execuTves

Round 2

Assistant Product Manager – Product Manager (Sudafed, Listerine, Efferdent), 2002-‐2006

Cross-‐funcTonal team lead to manage impact to Sudafed of naTonal methamphetamine crisis. Defined lobbying strategy. Developed retail approach resulTng in conTnued support and shelf presence for Sudafed

Managed forecasTng, monthly consumpTon and financial reporTng to senior management

Managed promoTon plans during the ClariTn OTC launch resulTng in Sudafed exceeding plan

Launched “As effecTve as floss” claim for Listerine with TV adverTsing and a PR campaign generaTng 180 million impressions. Claim drove immediate double digit sales increase

Created iniTaTve to promote culture change and innovaTon. Described as “the best Pfizer meeTng I’ve ever been to” by member of the U.S. leadership team

Defined strategy for future kids franchise and team lead for Agent Cool Blue Launch

Next up, Pfizer Consumer Healthcare. ConsulTng at McKinsey was a great educaTonal experience

but the lifestyle was too demanding and I wanted to get into the guts of a business more. I had worked in pharma at McKinsey but wanted

to get closer to, well, people. A consumer business seemed a becer fit given my psychology background. So consumer

healthcare beckoned

Round 3

Engagement Manager – Senior Engagement Manager, 2006-‐2007

Led team of 4 consultants in defining a brand idenTty, consumer target and growth plauorms for Volkswagen. ObjecTve: enhance brand equity and double unit sales within five years. Conducted qualitaTve and quanTtaTve research to validate and guide recommendaTons. Work was well-‐received and led to addiTonal engagements

Led team of 5 in craSing a markeTng strategy and organizaTonal guidelines for a health insurance company looking to develop a new skill in consumer markeTng

Led team of 2 in refining the Perdue posiToning and developing an innovaTon strategy. Conducted quanTtaTve brand extendibility research. And I got to meet Jim Perdue. Which was very cool

My Tme at Pfizer was fantasTc. But I had 3 kids and needed to earn more money. So back to consulTng. But this Tme with more focus. I knew that I wanted to focus on consumer markeTng. As a brand manager, you spend much of your Tme operaTng the business and not so much on the markeTng. Vivaldi helped me hone my skills as a marketer and further develop my client and people development skills

Round 4

Product Director, Strategic Plauorms & InnovaTon, 2007-‐2009

Developed new approach for idenTfying and commercializing expansive innovaTon. Outlined methods for idenTfying business challenges, selecTng project teams, developing strategies, gathering insights and finalizing

business cases

IdenTfied and gained management alignment around a significant strategic plauorm involving a new business model and consumer offering

Developed forum for employees to quickly get their ideas in front of the leadership team

RepresentaTve on innovaTon council to drive sharing of best pracTces and set innovaTon standards for the J&J consumer business

It was Tme to move on. I had leS Pfizer on good terms. Since I leS, they had been acquired by J&J. I was given an opportunity to return to

work for some folks I really respected. The job: a dream! I was to manage the launch of a major

innovaTon, develop a new expansive innovaTon capability, commercialize new revenue

enhancing innovaTons, and help create a culture of innovaTon

Round 4.5

Senior Brand Manager (K-‐Y), 2009-‐2010

Managed all interacTve and digital markeTng including strategy, website redesign and social media

Managed cross-‐funcTonal team and 5 agencies to develop and implement strategy for ValenTne’s Day 2010 (key season for the business). Drove all aspects of integrated markeTng campaign including Couples Place Facebook Fan page (www.facebook.com/kycouples) and the redesigned KY.com website. Plan drove significant retailer excitement leading to an increase in the retail display forecast of 60% vs. 2009 and 30k+ Facebook fans within 3 weeks of launch

Managed all aspects of markeTng to the gay consumer including adverTsing, PR and events

J&J was another great learning experience. I learned much of what I expected: facilitaTon skills, idea generaTon skills, innovaTon project management. I also learned a lot that I didn’t expect: the challenges of changing a strong culture, the chaos that acquisiTons can create and the need to rely on something more than raTonal persuasion in the effort to further an innovaTon agenda

Wouldn’t you put me on your resume

if you could?

Round 5

Title: doesn’t much macer, 2010 and for as long as we can make each other happy

The industry doesn’t much macer

I enjoy creaTng and developing things more than operaTng them . Not that I mind the details. Those are important too. But once something is up and running and it gets repeTTve, I’m looking for the next challenge

I understand the need for compromise and the occasional need to manage for the short-‐term. But my heart is set on helping companies define their future

I get really energized working with smart, creaTve people. I don’t take myself too seriously or treat my own ideas too preciously. Ideas are meant to be kicked around by groups of people. They come out becer that way

I need to conTnuously learn new ideas and new ways of doing things

I abhor phoniness and phony cultures. Or cultures that are authenTcally nasty

And now I’ve moved on again. K-‐Y was fun (no, really) but I hadn’t gone to J&J to get back into a line markeTng role. I was looking to get involved in more strategic issues. Where big ideas were at play and there was an appeTte for change

and greatness. Oh yeah, and it helped that J&J eliminated my posiTon. So now I’m taking the

Tme to find a posiTon where I can feel fulfilled. You know, man in search of the soul…

Here are some of the photos I’ve taken and blog posts I’ve wri:en to help you understand me a bit be:er…

The absurd

Hmmm. Then what am I? How else to compete with Ed’s crappy café?

Government at its finest Why would anyone go to a decoy museum? And how would they know if they had really arrived?

Which is a greater emergency: your need for a new kidney or my need for a double foam lacé?

The beauIful

Here are a few of my favorite blog posts: hcp://adamschorr.com/2009/11/19/everything-‐you-‐know-‐is-‐wrong/

hcp://adamschorr.com/2008/02/03/how-‐large-‐organizaTons-‐kill-‐interesTng-‐ideas/ hcp://adamschorr.com/2008/02/05/talent-‐and-‐innovaTon-‐at-‐big-‐organizaTons/ hcp://adamschorr.com/2008/02/04/the-‐nature-‐of-‐insTtuTons/hcp://adamschorr.com/2008/10/06/on-‐5-‐minute-‐vs-‐5-‐year-‐bombs/

hcp://adamschorr.com/2008/12/13/innovaTon-‐rule-‐2-‐do-‐see-‐the-‐system/ hcp://adamschorr.com/2008/12/23/innovaTon-‐and-‐mediocre-‐sex/ hcp://adamschorr.com/2009/11/13/why-‐i-‐love-‐innovaTon/

hcp://adamschorr.com/2008/12/20/innovaTon-‐and-‐the-‐human-‐soul/ hcp://adamschorr.com/2009/03/30/of-‐consumers-‐and-‐unicorns/ hcp://adamschorr.com/2008/05/15/will-‐you-‐pretend-‐to-‐love-‐me-‐if-‐i-‐bribe-‐you/ hcp://adamschorr.com/2009/12/07/dont-‐scratch-‐that-‐itch/ hcp://adamschorr.com/2009/12/16/control-‐is-‐not-‐an-‐asset/ hcp://adamschorr.com/2009/11/04/true-‐in-‐the-‐soil-‐vs-‐true-‐in-‐the-‐heart/

hcp://adamschorr.com/2009/10/03/sTck-‐with-‐your-‐ends/ hcp://adamschorr.com/2009/11/01/on-‐hetero-‐vs-‐homogeneity/ hcp://adamschorr.com/2009/05/05/what-‐are-‐they-‐feeding-‐these-‐people/ hcp://adamschorr.com/2009/07/17/theres-‐only-‐one-‐scorecard/ hcp://adamschorr.com/2009/08/09/of-‐socks-‐and-‐the-‐sublime/ hcp://adamschorr.com/2009/09/30/are-‐you-‐an-‐80-‐year-‐old-‐virgin/ hcp://adamschorr.com/2008/07/09/since-‐were-‐not-‐sniffing-‐each-‐other/

hcp://adamschorr.com/2008/07/10/its-‐your-‐birthright/

adam schorr's non-resume

Career