Mark Sullivan 302.766.2530 www.markcsullivan.com markcsullivan1@gmail.com Proven expert in Marketing, Customer Marketing, CRM, Loyalty Marketing, Segmentation, Database Marketing, Linked-In, Internet Marketing, Direct Response, Direct Mail, Pricing, Business Development, Product Management, Product Development, Customer Experience, Risk Management, Account Acquisition, Lead Generation, Market Research, Retention, and Operations Crushed goals and developed skilled, collaborative teams while serving as: Director of Marketing – Loyal Customers Please Product Executive – Credit One Financial Services SEVP/Director of Marketing – Bank of America (Formerly MBNA) EVP/Director of Customer Marketing – MBNA SVP/Director of Portfolio Quality – MBNA VP/Director of Telemarketing – MBNA AVP/GM of Collections, Recovery, Credit – MBNA

1. SENIOR DIRECTOR,
CUSTOMER RELATIONSHIP
MARKETING
Professional
Qualifications

2. 2|
Responsibilities ​More than 16 years of Loyalty
experience managing teams with up
to 2,500 people.
​Set strategic direction for 2,500 co-
branded card loyalty programs, including 11
in the international travel industry. Specific
expertise with premium programs.
​Omni-channel experience in direct
response, print, digital (website, Internet),
TV, telemarketing, and event channels.
​International experience with S&P 500
corporations, adapting to foreign cultures
and instilling the discipline to balance long-
term strategies with the need to meet
quarterly numbers.
​Excels in environments that tie
compensation to exceeding ever-increasing
metrics against specific business goals.
​Created touch point communications
strategies for seven call centers and more
than 5,000 associates.
​Have developed (and then executed on)
16 full-year Loyalty Marketing plans – and
many subsidiary plans.
​Does My Experience Align
With the Job Requirements?
√ Establish the strategic
direction for xxxxx, xxxxx
and xxxxx Loyalty programs
√ Create and execute an
integrated multi-channel
communication strategy to
support Loyalty Program and
overall Corporate strategies.
√ Deliver against program
revenue, engagement,
retention, and acquisition
goals.
√ Evaluate and optimize
programs based on ROI and
performance analytics.
√ Lead the development and
implementation of the
business-rules-driven “Touch
Point” communication
strategy.
√ Develop an annual Loyalty
program Marketing Plan.
√ Manage a staff of four.
​
​.
“SuccessisGettingtheRightCustomers
andKeepingThem.”
--MBNA AmericaPrecepts
Everyexecutivewasevaluatedand
compensatedforexecutingagainstthis
mantra. IreceivedFarExceedsor Exceeds
ratingsin26ofmy27yearsatMBNA.

3. 3|
KeyAccomplishments That
Align With This Position
ROI and Performance Analytics:
Revitalized underperforming
portfolios by introducing data-driven
customer segmentation, predictive
modeling, PIN delivery, and Internet
marketing to deliver increased
spend/profitability with expense
reductions in multiple areas. Results:
 Increased average annual profit
growth fivefold (6% to 30%).
 Grew loan volume from $7B to
$17.5B.
 Launched cash fees generating
$160MM in incremental revenue.
 More than doubled average loans
from $3k to $7k.
 Increased retail spend per active
account by 26% to $44/month.
​Database Management:
​Built USA’s largest independent
Welcomemat services franchise
for delivering data-driven direct
mail and mobile loyalty programs
to more than 70 local businesses
in SE Florida.
 Successfully introduced mobile
Loyalty Program, “Punch
Points,” to market.
 Reduced participating clients’
acquisition costs by 52%.
 Increased repeat business
metrics 39% by capturing new
movers before preferences
solidified.
​Driving Profitable Innovation:
Using data-driven customer
segmentation that showed 45%
of new accounts never activated,
I led an MBNA Loyalty Marketing
team that invented the use of
promotional rates to drive
balance-transfer activity and
account activation. Results:
 Grew receivables from $12B to
$100B+ in eight years);
 Doubled average active
balance to $4,400.
 Grew cash volume from $200
per avg. active acct. to $1,892.
 Increased direct response
acquisition net response rates
by 50%.

4. 4|
Development and
ExecutionofNorth
AmericanCRMStrategy
​Pioneered establishment of
data-driven units to determine
retention, pricing, and retail
strategies.
​Fluent with CRM metrics including
Acquisition, Retention, Lapsed,
Engagement, and Activation through 18
years of metrics management
​Collaborated with global CRM
Marketing teams in the U.S., Canada,
Ireland, and Spain to optimize strategies.
​Worked closely with enterprise CRM
partners to deploy messaging
strategies to customers from 3,800
affinity partners, 44 portfolio purchases
being converted to the MBNA platform,
and MBNA’s own branded customers.
​Aligned business rules and campaigns
as lead executive responsible for
launching promo-rate balance transfers
and complex repricing initiatives.
​Supervised agencies and partners on
CRM system development, including
Lucent Technologies, HP, SAS, Sophron
Partners, Salesforce, Agency IQ and
InfusionSoft.
​Does My Experience Align With
the Job Requirements?
√ Define and implement member and
non-member strategies supporting
all defined CRM metrics.
√ Supervision of CRM Programs,
including Non-Member, #1 Club, Gold
Plus Rewards, Platinum, and xxxxx
Business Rewards,
√ Liaison with CRM Marketing teams
globally to align on member and
non-member messaging across
Touch points for consistency of
customer experience and strategy.
√ Research & develop new Customer
touch points, including Social Media
and Mobile Channels for member/
non-member communications.
√ Coordinate the deployment of new
messaging and desired Customer
experience with respective Touch
points’ training teams.
√ Ensures that all business rules,
campaigns, promotions are
coordinated and prioritized via a
single point of focus so that customer
gets coordinated messages.
√ Supervise Agency on CRM Scope of
Work.
“Markreallyunderstandshowtouse
marketingtoconnectwithcustomersand
keepthemcomingback.”
--Joseph DePaulo
CEO,CollegeAveStudentLoans
FormerCMO,SallieMae

5. 5|
Facilitatethe
ImplementationofNew
CRMStrategy
​Test…Test…Test. Keep what
works. Test some more.
​Long history of successfully
implementing new program
benefits based on quantitative
research and profitable ROIs.
​Expert at using A vs. B split testing
to obtain scientifically valid test
results on such subjects as:
• Promotional Rate Balance
Transfers (Marketing Champ
for 23 years running)
• Add-A-Card (11% lift)
• Risk-Based Line Increases
(20% lift)
• Retail Usage-based special
offers (5% lift)
​Managed 100-member database
marketing team responsible for data
analytics and program improvement.
​Led the planning, investment
approval, and implementation of
44 capital projects, working closely
with Enterprise partners to optimize
results.
“Markhasthesortoftake-charge
leadershipabilitiesthatmakefora
successfulexecutive. Ihavebeen
impressedwithhowclearlyheseesthebig
pictureandthevitaldetails.”
--BruceHammonds
FormerCEO,MBNACorporation
​Does My Experience Align With
the Job Requirements?
√ Continue to refine and
implement new program benefit
concepts based on results of
quantitative research and financial
model.
√ Continue to refine and
implement new program
rewards, bonuses, and terms.
√ Define and supervise the
transition of new programs’
business requirements for IT and
coordinate implementation with
Customer Care, Sales, Operations,
and International Marketing
Managers.
​
​.

6. 6|
PersonalizetheCustomer
ExperienceAcrossAll
Channels
​Personalized up to 30MM mail
pieces per month for 3,800
affinity groups with numerous
pricing permutations
​Diverse and deep experience in
tailoring the Customer Experience
based on the business goals and specific
branding requirements of high-profile
brand partners and new portfolios that
were being converted to the MBNA
platform.
​Responsible for aligning Customer
Experience to exacting brand
specifications for Platinum, Gold, and
American Express products.
​18 years of experience communicating
program benefits to diverse touch
points across a multi-national S&P 500
financial services institution and to brand
partners, ensuring compliance with
Control, Privacy, and Law within
challenging regulatory guidelines.
​Mitigated customer-experience risk
through extensive pre-conversion and
program launch game planning.
“Markwasalwaysontopofevery
assignmentandcouldbecounteduponto
deliversterlingresults.”
--LanceL.Weaver
FormerMBNAViceChairman
FormerMasterCardBoardMember
​Does My Experience Align
With the Job Requirements?
√ Review Customer Experience at
all channels to ensure the
experience aligns with our
Marketing promise of Simple,
Fast, and Most Rewarding.
√ Communicate with Customer
Care and Sales on Program
benefits. Provide direction on
appropriate Customer responses
to Program benefits and terms.
√ Liaison with Touch points and
IT on development of
personalized and relevant
experiences and messages for
member and non-member.
​
​.

7. 7|
ProvideAdditional
CRMSupportonKey
InitiativesAsNeeded
​Track record of success in multi-
product customer environment to
3,800 affinity partners.
​Created Privacy, E-Mail and
Communication templates to drive
promo-rate balance transfer project.
​Built UK database and data warehouse to
drive marketing and risk management and
led marketing team during $330MM
conversion from Experian to MBNA IT.
​Directly supervised internal and external
agency teams’ use of CRM tools (30
people).
​Developed “Next Best Activity” model to
optimize marketing. Reduced mail costs
11% and increased NCR by 4%.
​Implemented and enforced corporate
brand guidelines across international
operations.
​Refined Loyalty programs that
contributed to tenfold portfolio growth
over eight-year period.
​Defined CRM analytics and reporting
requirements for card industry CRM
leader.
“MarkwasoneofmyMostValuable
PlayersduringmytimeasCEOofMBNA
Europe. Icouldrelyonhimtoaccomplish
themissionsIassignedhim.”
--GeneralCharlesKrulak(USMC-Retired)
President,Birmingham-SouthernCollege
FormerCEO,MBNAEurope
​Does My Experience Align With
the Job Requirements?
√ Development of new Master Data
Repository (CMDR), including
definition of business requirements
and assisting IT with migration of
new program rules and processes.
√ CRM Reporting and Analytics,
including supervision of Agency’s
management of ARM Campaign
Management and ARTIM tools, and
definition of CRM Analytics’ and
reporting requirements.
√ Development and/or
communication of CRM initiatives,
branding guidelines, and policy,:
√ Develop North American “Best
Practices” with respect to
Privacy, e-mails, and
communication frequency.
√ Develop and implement
global standards for the
loyalty programs.
√ Consult on expansion of GPR
program benefits.
√ Monitor and develop new
program benefits.

8. 8|
My 90-DayAction Plan ​Engage the Stakeholders: Spend
time -- individually first and then as
a group – assessing the situation:
What should we STOP doing? What
should we START doing? What
should we CONTINUE to do? We’ll
then prioritize based on ease of
execution and potential impact.
• Canvass internal stakeholders
• Survey external partners
• Take Customer pulse
• Measure collaboration levels
• Evaluate cultural fit vs. ideal
CRM environment
Tie Metrics to Business Goals:
Assess the use of vanity metrics
(Total Customers) vs true KPIs (Active
Customers); document historical
performance; set future goals; and
share results (see sidebar).
 Understand current goals and
standing
• Review data utility
• Examine and validate testing
methodology
• Analyze past results and
analytics
• Ascertain current trends
• Grasp current capabilities
​Dig into the P&L: Understand fixed
vs. variable costs; where we’re
spending time and money; assess
(and mitigate) our risks; and set
short- and long-term goals.
• With Finance, identify plan
variances. Report regularly.
• Gauge plan risk/opportunity
• Judge goal alignment with
performance measures
• Review cost measurements
• Investigate potential
investment swaps (80/20)
Revisit the Strategic Plan: Lay out
strategies and tactics; stack the
organization against those objectives;
and develop timelines for
implementation.
• Produce Strategic Plan
scorecard.
• Strategic and Tactical Plan
alignment.
• Is Strategic Plan still
relevant?
 Game plan solutions needed.
Andperhaps most important…
​Execute integrated multi-channel
marketing to support xxxx loyalty
programs.
Atthispoint,Idon’tknowwhatIdon’tknow.
​ Three KPI Categories
 Outcome Metrics: What do we want
to achieve?
 Performance Metrics: What will we
do (e.g., launch new service by X
date)?
 Process Metrics: What do we need to
do to realize our performance
metrics?
Weneedtobuildonourstrengths,addressour
weaknesses,anddeterminewherethejuiceis
worththesqueeze.

9. 9|
Mark Sullivan
​My first objective is use data to
understand my customers’ needs and then
inspiring my teams to deliver leading-
edge marketing and sales solutions. In
fact, I have rewritten the rules of employee
engagement, driving the achievement of
compelling results in brand awareness,
customer retention, and staff morale.
​I move seamlessly between creativity and
execution through collaboration, and
effective communication. I have been
recognized for driving cross-functional
project teams to complete their missions
on time and within budget – and to
deliver results that exceed business
objectives.
​My goal in leading CRM programs is to
optimize the long-term value of the
relationship. The effective CRM
supports a philosophy of a customer-
focused business and fosters a company
culture that promotes customer-
centricity in all marketing, sales and
customer service activities.
​ Required Knowledge/Skills
√ B.A, Economics, University of
Maryland, 1980
√ 20 years of experience in CRM
and Loyalty Marketing
√ 5 years of relevant experience
in Digital Marketing including
Mobile and Social Channels
√ 6 years of experience in
Customer Database
management
√ 18 years of experience in
Customer Loyalty Programs.
√ 25 years of experience in
leading cross-functional
project delivery.
√ 20 years of effective
management of agency and
third-party business partners.
1979-88: ManagerinCollections,
Recovery,andCreditforMBNAAmerica,
theworld’sleadingissuerofaffinitycredit
cards,particularlytoaffluentcustomers.
1989-1990:DirectorofTelemarketing,
supervisingteamof1,500people.
1990-1992: DirectorofPortfolioQuality,
responsibleforupgradingcredit-quality
tracking,policies,andstrategies.
1992-2000:DirectorofCustomer
Marketing,managing5activationcall
centers.Coordinatedallcross-sellefforts
anddirectresponsestrategies.
2000-2006:DirectorofMarketing(MBNA
Europe):Revitalizedunderperforming
portfoliosandstrengtheneddatabase-
drivenprofitstrategies.MBNApurchased
byBankofAmericain2006.
2007-Present: SeniorLoyaltyMarketing
andAffinity-RewardsProductConstruct
consultantformyownfirmandCredit
OneFinancialServices.