![]() “Pretty soon, I was in charge of everything,” she said. Would you help coach soccer? Will you be a Cub Scout den leader? Will you help on the foundation board for our local schools?’ “As soon as I quit working, everyone is like, ‘Leslie, you have time now. It got to be too much.”īut she quickly became someone sought out to help in her own community. “I was traveling out to the East Coast frequently to meet with our U.S. Munger had left the world of big business more than a dozen years ago, as there was too much time away from home after Unilever bought Helene Curtis. “I honestly never thought I would be doing this, actually as recently as even two weeks ago,” she said. For Munger, 58, of Lincolnshire, that turn of events, going from the losing race to being sworn in as a state constitutional officer last week, still seemed to be sinking in. Just in November, Munger lost her first-time run for public office, getting just under 48 percent of the vote in trying to oust incumbent state Rep. Bruce Rauner, who after his own swearing-in last week named Munger to fill the vacancy left by the December death of Comptroller Judy Baar Topinka, who had won a second term in the office. Gidwitz ran in the GOP primary for governor in 2006 and last year backed new Gov. She can look forward and figure out what needs to be done, put together a plan, then execute the plan.” … She will do, in my opinion, a sensational job because she has a very strategic orientation. “Leslie worked for our company for 17 years,” said Ron Gidwitz, who was CEO of Helene Curtis, sold the company in 1996 and left the business in 1998. Munger, a Republican, had earlier been a brand manager at the company, overseeing products including Suave and Finesse. But we had to do it in a way that kept our brands growing and healthy, so we couldn’t just slash everything out of one or we would lose it.” … There were frequently times when one part of the business was not performing up to par, so we had to figure out how to cut expenses and change plans so we could still meet our profit targets. “I had to make sure that we met our profit targets for the company,” Munger said last week in a telephone interview, “and I had to make sure that we met our growth goals for our brand. When she was with Helene Curtis Industries, which became part of Unilever, she worked her way up to brand hair care category director for the United States, giving her responsibility for an $800 million part of the business. Leslie Munger, sworn in last week as comptroller of Illinois, knows something about big budgets.
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