Phyllis Goldberg

Design and project management with a focus on supervising client relationships and managing external vendors. Project scheduling and resource allocation. Detail-oriented with a strong work ethic, executing projects within strict deadlines and budgets.

Management of production for over 10 Coty brands in the Beauty and Luxury Fragrance divisions such as Calvin Klein, Marc Jacobs, Tiffany, Sally Hansen and Rimmel. Supervised production of over 3000 mechanicals per year. Projects included global advertising, web banners, visual merchandising, scent strips and packaging. Managed production schedules and implementation of advertising to publications within tight deadlines.
• Analyzed work volume per fiscal year to evaluate the appropriate use of resources
• Minimized production expenses by reducing outsourcing
• Designed a new folder hierarchy for servers to streamline workflow and archiving
• Reviewed/approved color proofs, attended press runs, and managed digital assets
• Streamlined processes and resolved production issues to ensure timely deliveries
• Supervised, trained and balanced workload of production artists and traffic managers
• Prioritized and accurately relayed marketing and creative feedback to implement production
in a fast-paced, high-pressure environment
• Established and maintained uniform processes for brand consistency and efficient workflow

Creative management of advertising campaigns and collateral for Clinique brands. Interpreted creative briefs and partnered with marketing teams to produce campaigns for global advertising, direct mail, motion signage and visual merchandising.
• Collaborated with production, marketing and operational teams to ensure timely deliveries
• Appointed creative liaison to the North America marketing team due to excellent communication and organizational skills
• Developed effective motion signage for in-store visual merchandising

Creative management of direct mail, promotional advertising, merchandising guides and trend books while maintaining brand identities for divisions such as Sigrid Olsen and Dana Buchman.
• Reduced production expenses over $95,000 annually by reformatting merchandising publications
• Facilitated and led seasonal task force meetings between marketing and creative departments to review procedures and update creative content
• Worked with marketing, copy, purchasing, creative and photographers to produce projects on time and within budget