1. Mark Nowotarski
Marketing Overview & Accomplishments
Brand Strategy, Product Marketing, Change Leadership

2. Mark Nowotarski
MARKETING EXECUTIVE
Creative, innovative, results-oriented marketing professional known for developing key
strategies and leading the implementation to drive new business growth.
Marketing Strategy: Develop marketing strategies that better align with corporate
competitive strategy and business objectives to grow market share.
Brand Development: Expertise in using fact based research to define brand strategy,
including brand positioning and brand architecture.
Customer Insights: Subject matter expert in consumer/homeowner segmentation,
customer differentiation, and purchase behaviors.
Innovation Initiatives: Proven success in leading change through both product and
marketing innovation.
Leadership: Ability to develop and coach department and cross-functional
teams to generate a culture of success.
The following pages provide an overview of marketing work led by Mark Nowotarski

3. MARKETING STRATEGY
Business Case: MasterBrand Cabinets, Inc.
Between 1998 and 2000, MasterBrand Cabinets grew their family of cabinet brands to 14+, creating
confusion in the market channels, sales, weakening equities in the brands, and a real challenge in
marketing budget allocations. The business clearly needed to align the brands based on their
unique selling propositions and reasons-to-buy (believe).
Solution – Using consumer insights, channel alignment, and brand positioning, Aristokraft was positioned
as the leading “value” brand, Diamond as the step-up “semi-custom” brand focused on innovative storage
and organization, and Decora′ as a premium “semi-custom” brand leading style trends. These brands
were supported with increased marketing support while the other brands were allocated to “maintenance”
support.

4. BRAND DEVELOPMENT
Business Case: Therma-Tru Doors
For years, Therma-Tru remained the leader in exterior entry doors, pioneering the fiberglass door category.
During their growth years, they had very little competition and strong distribution that focused on
new construction. As the business environment changed, channels grew more complex, and competition
increased, Therma-Tru started diluting the brand by branding products, technologies, and style names with
no structure or guidelines. All this resulted in the weakening of the Therma-Tru brand, continued market
erosion, and a growing danger of commoditizing the brand.
Solution – Define and develop a brand strategy that aligns and supports the new corporate competitive
strategy and creates a brand architecture that clearly defines the rules and guidelines in order to start
rebuilding the Therma-Tru brand. Provide the decision criteria for determining when a “sub-brand” is
appropriate or the business case warrants a unique brand not associated with Therma-Tru.

5. CUSTOMER INSIGHTS
Business Case 1: MasterBrand Cabinets, Inc.
With the added complexity of a growing family of cabinet brands that offered little perceived differentiation,
and a reliance on wholesalers and dealers to connect the brand to the consumer, it was essential that
MasterBrand Cabinets better understand what drives consumer purchasing behaviors in order to best
determine how to position the brands and align with unique homeowner segments.
Solution – Conduct extensive research focused on consumer’s attitudes and behaviors when considering the
purchase of kitchen cabinets. Define the unique homeowner segments, determine which brands aligned
best with one to two key segments and start developing the brand positioning and marketing required to
connect to consumers “in-the-zone”.

6. CUSTOMER INSIGHTS
Business Case 2: Therma-Tru Doors
Shortly after Fortune Brand purchased Therma-Tru Doors they commissioned Booz Allen Hamilton to
conduct an analysis of the business to determine gaps and opportunities. One key finding was that
Therma-Tru needed to better understand homeowners in greater detail in order to better align product
and marketing. The goal was to take Therma-Tru from a great trade brand and develop an even greater
trade and consumer focused brand.
Solution – Research was conducted to determine consumer segmentation based on buying behaviors
and attitudes. The result defined six distinct segments of which four were determined to be primary
targets. Therma-Tru marketing then developed training for the sales organization, dealers, builders,
and contractors to better connect with the homeowner and result in upgrade sales and increased
satisfaction.

7. INNOVATION INITIATIVES
Business Opportunity 1: Diamond Logix®
Consumer insights through the homeowner segmentation research discovered that while most homeowners
were satisfied with the end result looks of their kitchen, they did not resolve their need for improved
storage and organization within their kitchen and cabinets. In fact, while they expressed their desire for
improved efficiency, the kitchen designer focused on style and overall looks.
Solution – Develop a unique line of kitchen storage and organization cabinets tested with consumers
that will dramatically improve organization, accessibility, and over double storage capability. Support the
product line positioning through training aimed at kitchen designers, educating them on the importance
of increasing customer satisfaction by solving an unmet need.

8. INNOVATION INITIATIVES
Business Opportunity 2: Therma-Tru Display/Merchandising
Through consumer insights research, Therma-Tru Doors discovered the shopping process for the
homeowner was confusing and overwhelming. The shopper was looking for simple solutions and help.
Instead they were bombarded with technical messaging that was difficult to understand and inconsistent
information.
Solution – Design new merchandising that assists the consumer in a logical approach to selecting the
right door for their specific need. Simplify the approach and educate them on architecture style, door
type, and decorative options.

9. BRAND/PRODUCT MARKETING
Therma-Tru Doors
Taking Therma-Tru Doors from a great trade brand to an even greater trade and consumer focused brand.
Custom “mag-a-log” for Consumer ad insert – “architecture Exclusive Martha Stewart doors for
consumer lead fulfillment. styles.” KB Home / Martha Stewart designs.

10. BRAND/PRODUCT MARKETING
MasterBrand Cabinets, Inc.
Positioning Aristokraft as a “great value”, Diamond as the “storage & organization” leader, and Decora′
as always being “on-trend and in style” cabinet brands.
Connect Aristokraft with the Diamond is all about innovative Decora′ is all about on-trend
Good Housekeeping Seal and position storage, organization, accessibility, Styles, finish colors and looks.
on “Great Looks and Great Value”. and efficiency.

11. BRAND/PRODUCT MARKETING
Artesian Industries
Expanding the product portfolio with a proprietary line of kitchen and bath faucets. Included innovative
product designs, packaging and merchandising.

12. PROFESSIONAL AFFILIATIONS & ACCOMPLISHMENTS
Active Board of Director representing Therma-Tru – NARI (National Association of Remodeling Industry)
Lowe’s overall Supplier of the Year – 2006
Lowe’s Millwork Vendor of the Year – 2005
Gold Hammer Awards (Home Channel News) – 2005, 2006, 2007
Member (through Fortune Brand) of the Association of National Advertisers
Instructor for Therma-Tru Leadership Essentials Management Education Program
Advisory Board for Kitchen & Bath Business trade magazine – 2002-2004
Key Note Speaker at Kitchen & Bath Expo West – 2002
Volunteer for Habitat for Humanity – 2002-2007
CONTACT INFORMATION
Mark Nowotarski
419-344-4897 M
419-878-8764 H
mcnowotarski@bex.net
4664 Rhone Drive
Maumee, Ohio 43537