Brandt Handley

Managing Director, Resource Options International, Inc.

Brandt A. Handley has more than 15 years of experience in senior level general management, recruiting top executive talent and in international marketing & sales leadership and operational roles with the top Fortune 50 companies. He has held director, vice president and executive level positions with The Procter & Gamble Company and The Walt Disney Company in EMEA, the Middle East, the Americas and Asia Pacific regions.

Handley is credited with developing start up operations into successful multimilliondollar businesses; recruiting top executive management talent; creating and managing multiple-country sales and marketing teams; negotiating third party partnerships, strategic alliances, licensing agreements and government contracts; and designing and implementing fundraising and sponsorship programs. He is an accomplished operational and general management executive with experience in large multinational corporations, start-up enterprises and Middle Market companies.

Handley has worked in executive recruiting, international marketing consulting, business and organizational development and private equity funding since 2000. He enables Middle Market companies with sales between $10 million and $1 billion to recognize, recruit and retain executive talent. He founded Resource Options International, Inc. or ROI in 2009 to better serve their needs. ROI has successfully conducted executive search assignments and organizational development projects for +50 Middle Market companies over the past three years.

Prior to ROI, Handley spent three years with mid market Somera Communications, a $250 million B2B global provider of telecom infrastructure equipment, as Vice President, International and CMO. Before that he was with The Walt Disney Company for almost nine years. As a vice president, Handley ran the Millennium Initiative and then retail operations at the Epcot© theme park at Walt Disney World. He also established Disney’s Entertainment Projects in Singapore for the Asia Pacific region. He raised over $25 million in sponsorship support at Disney. Prior to that he founded Disney’s Consumer Product licensing operations in Southeast Asia with five offices he opened, staffed and operated. Working with over 1,000 manufacturing licensees he qualified, Handley built a $500 million business at retail from scratch.

Prior to his successful career at Walt Disney, Handley spent eight years with The Procter & Gamble Company in international and domestic brand and marketing management assignments with increasing levels of responsibility. His last position was as Marketing Director for Singapore and Malaysia, based in Singapore. Prior to that, Handley held several brand and marketing management roles at P&G based in Cincinnati, Ohio and in Geneva, Switzerland with operational roles in the USA and the Middle East.

Born and raised in La Jolla, California, Handley received his bachelor’s degree in international business (with honors) from the University of Oregon. He also completed the Advanced Management Program at The Wharton School of Business. He lives in Santa Barbara, California, where ROI is based, with his wife and teenage daughter. Handley has two older children; his son just completed his mechanical engineering degree at UC Berkeley and is now working for The Ford Motor Co. in Global Product Design of Sustainable Vehicles. His elder daughter is studying child psychology at the University of Exeter in Devon, the United Kingdom.

Content by this Author

  • Are You A Disruptor or Are You Being Disrupted?

    Disruptive technology has existed ever since the invention of movable type, but the pace at which disruption occurs is increasing exponentially. If you accept the theory - and you should - that you can either be the disrupted or the disruptor, it becomes apparent that you need to develop the skill of peering into the future to see what's next before anyone else does. But how do you predict the future when you're running as fast you can just managing and growing your ​middle market business?

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  • How to be a Middle Market David

    Not too long ago, a Middle Market company with a great product had a tough time competing against the retail market’s biggest players. Not anymore. The social media revolution means that retail is anyone’s game, and if you’re not already taking advantage of that new opportunity, you should be. Mr. Erik Rosenstrauch, President and CEO of FUEL Partnerships, a retail marketing firm and a ROI Strategic Alliance Partner, explains how to do so.

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  • Leading From the Future

    Management and leadership are future-oriented activities. To be strategic implies having a long time horizon, and engaging with current activities and choices from that broader perspective. To think about (and from) the future is an essential act of management. And yet, this deceptively simple act can be approached through four different mindsets.  Read More >
  • Are you Staying Personally Connected to your Team?

    Being a Middle Market CEO is in many ways comparable to raising teenagers: You’re no longer providing the day-to-day life-sustaining interactions that an infant needs, but you’re not off the hook like you are with adult children. In fact, that’s one of the challenges of parenting teens and growing a Middle Market team: you’re charges still need your guidance, but your increased distance from their daily activities makes it difficult to do so!  Read More >
  • On Creating Opportunity out of Inconvenience

    Albert Szent-Györgyi, the famous Hungarian physiologist who discovered the benefits of Vitamin C, once said, “Discovery consists of seeing what everybody has seen and thinking what nobody has thought.” Think about all the time you waste waiting in airport lines, going through TSA security, and sitting at boarding gates.  You have to ask yourself: “What if it was different?”    

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  • Are You Shaping A Legacy?

    The line between “business” and “life” can at times become blurry for Middle Market CEOs. You’ve spent years nurturing the business, and if your firm is a family one, you see your colleagues at every family gathering. When life and business are so intertwined, it’s hard to think about handing things over to someone else. But careful succession planning is key to shaping both a legacy and your business’s future.  Read More >
  • On Being Lean and Mean

    For Middle Market CEOs, there is not a dollar to waste in Operations. Waste of any kind, in fact, is the bane of their existence. That’s why lean business principles are ideally suited for Middle Market firms.

    Put simply, being lean means having a constant focus on finding and eliminating waste, wherever it happens to be lurking in your organization. Mr. Shawn Kaul, President of Lean Synergy International, an ROI Strategic Partner, explains “Waste is anything that doesn’t add value. If your customer doesn’t pay you to do it, it’s waste.”

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  • How Do You Market Research?

    The punch line? All Middle Market companies want to grow and need to leverage market research to develop a smart plan to do so. This means you’ve got to find the right firm – one that knows how to answer your questions and can deliver high-quality research quickly and cost effectively. Middle Market companies deserve the same high-quality custom research that larger enterprises demand, and they can afford it if they know where to look.  Read More >
  • How Do You Measure Social Media Results?

    If you were in an elevator and had just 20-seconds to explain the effectiveness of your social media plan, what would you say? Like most Middle Market CEOs, you are likely more comfortable dealing with boards and balance sheets than Facebook, Twitter or LinkedIn!

    To measure the success of your social media plan, the first question you should be asking is, “What’s the strategy?” followed closely by the cost and projected ROI. In larger enterprises, social media spending can represent a hefty percentage of a marketing budget, so it’s to your advantage to find out whether money being spent is spent wisely. 

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  • Are You Under Cyber Attack?

    It’s unsettling but true: most enterprises – regardless of size – are under constant cyber attack. Even back in 2012, Gartner Research said: “There is widespread agreement that advanced attacks are bypassing our traditional signature-based security controls and persisting undetected on our systems for extended periods of time. The threat is real. You are compromised.”  Read More >
  • Why Aren’t You Going Global?

    All businesses are increasingly going global and Middle Market companies can’t ignore opportunities outside the USA. North Americans currently account for about 18% of the global consumer market, but that is expected to drop to just 6% by 2050 as the world economy grows. By going global, Middle Market firms can reap huge benefits:  Read More >
  • How Do You Do Charity?

    Most Middle Market CEOs, particularly those running and operating a family business, eventually consider giving to a charity or starting some sort of philanthropic initiative – particularly during this festive time of year. But resources are finite and the needs are endless.

    What to do? The best answer is to give in a way that benefits all stakeholders: owners/family members, employees, the community and investors. But how do you charitably give to benefit such a disparate group?

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  • Tackling the Middle Market Skills Shortage

    Talent management has long been one of the greatest challenges facing Middle Market companies. Not only do mid-sized firms typically lose out on quality staff to larger companies with established employer brands, they also struggle to retain staff due to less established company cultures and personnel management practices that have not kept up with the latest trends.  Read More >
  • Rethinking Family Business Succession

    An estimated 40 percent of family-owned businesses in the U.S. are expected to experience a leadership change in the next two decades due to baby boomer retirement. The critical issue: Who will be the new leader? More specifically, will that be someone from inside the family or an outside CEO?   Read More >
  • What's Your Succession Plan?

    Fact: Only 30% of all family businesses survive beyond the founder's phase - and that drops to 12% after the third generation. One of the key reasons for both family and privately owned business failure is a lack of succession planning. The truth is that most entrepreneurs and owners are great at...  Read More >
  • Got a Board? If Not, You Should!

    We were inspired by this issue's focus on the 50 fastest growing companies in our region. So ROI on Talent asked the question "Why would a privately owned, fast growing company need a Board of Directors?" And, if so, should a Board contain independent business people with different experiences and diverse opinions than a Founder/CEO? Do they get in the way of progress? Or, can they add real value to an expanding enterprise?  Read More >
  • Women in Business: Where's My Mentor?

    How do women rank today in leadership roles? The statistics, although an improvement on previous decades, certainly do not favor women. Of 197 heads of state, only twenty-two are women. They hold just 20 percent of seats in parliaments globally, and in the world of big business, a meager eighteen of the Fortune 500 CEOs are women.  Read More >

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