Jordan Kobert

Managed team of 8 marketing, business development and advertising specialists. Ran P&L for eight figure annual budget with expenditures in PPC, CPA, and CPM based advertising as well as offline endeavors in television and direct mail. Director, Business Development and Advertising (2005 - 2006) • Responsible for all traffic acquisition including budgeting, and forecasting, for second-largest online real estate site (5.0 million unique visitors per month). • As part of Senior Management Team, worked across departments to monitor, track and adjust company P&L. • Managed eight person team including Advertising Director, Search Engine Marketing specialists, Affiliate Managers, Integration and Partner Managers and Business Analysts. • Explored and negotiated strategic partnerships and integrations. Sr. Business Development Manager (2005) • Increased Search Engine Marketing team to include one associate and two analysts managing several million keywords across three primary search engines (Google, Yahoo and MSN). • Developed in-house Search Engine Marketing agency with 60% year-over-year growth. Business Development Manager (2004 - 2005) • Hired as Search Engine Marketing specialist to manage all in-house campaigns. • Managed ROI for campaigns in Google and Yahoo Search covering three products and millions of keywords. • Grew already profitable search spend by 50% and improved margins through unique economic analyses and reporting.

• Identified key areas for strategic integration and led projects to decrease cost and improve revenue streams throughout the business cycle. • Led project to develop new business model to capture 10 – 15% increase in annual profit. • Developed and implemented first true cross-functional initiative to drive product brand and improve cost structure. • Collaborated closely with company Vice Presidents to ensure quarterly financial goals are met across departments.

Senior Consultant (1999 - 2001) • Co-managed internal Process Design team of seven that initiated 40% firm growth in 12 months and over 50% of annual revenue (approximately $2.0 million). • Led cross-functional team of 30 at The Washington Post through 12-month project design, development and implementation of new production and distribution processes resulting in 15% annual operational savings and 12% performance improvement. • Directed operational efficiency improvements at The Boston Globe resulting in 15% time improvement. Consultant (1999) • Guided project team at the Los Angeles Times through development of new distribution models to merge with reorganized internal HR model. • Organized feasibility study at the Pittsburgh Post-Gazette to examine options for new facility development resulting in $90-million capital project. Analyst (1999) • Designed and implemented processes and standards for emerging internal business unit that continue to frame how projects are managed throughout the firm.