Mark Tarchetti Will Join Newell Rubbermaid As Chief Development Officer Responsible For Building Big Brand Ideas, High-impact Disruptive Innovation And A True Point Of Difference Through Superior Design And Product Experience. (Photo: Business Wire)

Newell Rubbermaid (NYSE: NWL) today announced a new organization model and a strengthened leadership team, including top outside appointments to its executive team, to accelerate implementation of the Growth Game Plan strategy.

William A. Burke III has been promoted to Chief Operating Officer at Newell Rubbermaid after 10 years in key roles with the company. His businesses have been the most significant contributors to company growth in recent years. (Photo: Business Wire)

“We have made excellent progress over the last year delivering results while also driving change,” said Michael Polk, Newell Rubbermaid’s President and Chief Executive Officer. “Our market shares are increasing in most categories around the world and our margins are improving. These achievements give us confidence that we can now accelerate actions designed to unlock the upside of our Growth Game Plan. I see more potential in our business today than I imagined upon joining the company 15 months ago--and I am energized by the choices we are making, the team we are building and the opportunity ahead.”

“The structural and leadership changes we are announcing today are bold steps that are critical to unlocking our full growth potential,” Polk continued. “Our employees have proven to me that they are capable of this level of change. By increasing the pace of our transformation we will more quickly realize the Growth Game Plan ambition of becoming a bigger, faster growing, more global, more profitable Newell Rubbermaid.”

A New Organization Model Built On Two Pillars: Development and Delivery

Newell Rubbermaid will reorganize the company around the first two pillars of its Growth Game Plan--Brand and Category Development ( Making our Brands Really Matter) and Best in Class Execution and Delivery ( Building an Execution Powerhouse).

The new Development Organization will be accountable for building big brand ideas, high-impact disruptive innovation and a true point of difference through superior design and product experience. All of the company’s marketing, insight, design, research and development, and corporate development talent will be part of the new Development organization.

The new Delivery Organization will be accountable for P&L management and delivering the maximum commercial value from the growth ideas built by the Development Organization. The Delivery Organization will place much greater emphasis on building true strategic partnerships with our customers and suppliers while also building our go-to-market capabilities in the emerging markets. All of the company’s general management, supply chain, customer and channel development talent will be part of the new Delivery organization, including the company’s business segments, which will retain responsibility for the P&L.

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