Good marketing decisions account for what happens before a product reaches the shelf—and what it takes to keep it there.
Kammy began at Gallo in production planning and moved into brand marketing over a career spanning 2003–2013. That progression developed a practical understanding of the relationship between brand strategy, product, packaging, supply chain, and commercial performance.
Her marketing work included annual and five-year planning, package and blend changes, pricing, launches, sales promotion, and distribution expansion. The projects below show different sides of that experience.
Production & supply chain
Product & packaging
Brand & market
01 / FRUTEZIA → WILD VINES
A brand transition. A better cost structure.
$1MANNUAL SAVINGS
CONNECTING THE BRAND AND THE BUSINESS
Frutézia
Wild Vines
PACKAGEBLENDPORTFOLIO
Package and blend decisions. One coordinated transition.
Kammy helped transition the Frutezia franchise into Wild Vines through changes to the package and wine blend. Package optimization delivered $1M in annual savings.
The initiative connected a portfolio decision with the practical details of what the product was, how it was packaged, and the cost of bringing it to market.
THE WORK
Franchise transition, packaging optimization, and blend changes.
THE COMMERCIAL EFFECT
A more efficient package structure with meaningful recurring savings.
02 / BARTLES & JAYMES
Small details. Significant economics.
$1.2MANNUAL SAVINGS
A packaging decision with a measurable return.
Kammy recommended and managed a reduction in bottle size from 12 to 11.2 ounces while maintaining the innovation needed to support sales volume.
The change generated $1.2M in annual savings while maintaining volume. It is a specific example of her ability to consider brand needs and packaging economics together.
THE WORK
Bottle-size optimization, with product innovation supporting the brand.
THE RESULT
Recurring cost savings while sales volume was maintained.
THE PACKAGING DECISION
12oz
Original bottle size
11.2oz
Optimized bottle size
03 / HORNSBY’S HARD CIDER
Find the gaps. Open the market.
1,500NEW ACCOUNTS
OpportunityNew account
DISTRIBUTION EXPANSION
Turn distribution insight into commercial opportunity.
Kammy identified gaps in Hornsby’s Hard Cider distribution and developed an expansion strategy that resulted in 1,500 new accounts.
Her Gallo experience also included developing a 24-pack offering to participate in alternative channels—another example of looking at the product through the lens of how and where it could be sold.
THE WORK
Distribution-gap analysis and expansion strategy.
THE PERSPECTIVE
Match the brand’s opportunity with its routes to market.
MORE OF THE GALLO EXPERIENCE
Depth across the whole business.
The featured projects sit within a broader body of brand, portfolio, and operational work.
Carlo Rossi Box repositioning
Repositioned the brand through wine-blend enhancements, a package redesign, pricing strategy, point-of-sale materials, and launch support.
Bag-in-box cost initiatives
Identified and managed cost-saving initiatives in the bag-in-box business, with reported savings of more than $1M annually.
Planning at portfolio scale
Developed annual and five-year plans for portfolios described as totaling 11 million cases and, in an earlier role, 7 million cases. Each reflected a different portfolio and period.
Innovation and sales promotion
Supported new Bartles & Jaymes flavors and sales-promotion work, connecting product development with brand plans and market activity.
Production and supply-chain grounding
Planned production and deployment, managed inventory across distribution centers, and worked with the operational constraints behind complex beverage portfolios.
From production to shelf.
Production
Packing
Retail
Understanding every step. Seeing the whole business.
THE PERSPECTIVE I BRING TO BRANDS TODAY
Build a brand people want. Understand what makes it work.
My Gallo foundation helps me look at a brand through several lenses at once: the consumer, the product, the package, the channel, and the business behind it.
