The work behind the numbers.

The problem

IBM was bringing a new analytics API to market and needed it to land with both customers and the business partners who would sell and integrate it.

What I did

Within my first six months I led the launch of Universal Behavior Exchange, then built the UBX Business Partner joint marketing program around it, covering PR, events, demand generation, content, and thought leadership. I went on to lead worldwide product marketing for the full Customer Analytics portfolio, including Tealeaf and Watson Customer Experience Analytics, with a team across North America, EMEA, and APAC.

What happened

A launched API with a partner program built to carry it, a 15 percent increase in customer engagement from targeted campaigns, and the division's Competitive War Room for Marketing Analytics.

The problem

Acxiom's Partner Sales division had strategic relationships with major data and media partners but no marketing function behind them.

What I did

I was recruited to build that function from scratch. I worked alongside partner sales executives and partner marketing leaders to build phased go to market plans with Google, Facebook, American Express, Discover, Visa, Mastercard, and leading data aggregators, covering search, paid media, content, sales enablement, sales training, and events.

What happened

A partner marketing function supporting Partner Sales across the Americas, EMEA, and APAC, measured on awareness, pipeline, and revenue across Tier 1 client and partner relationships.

The problem

Enterprise Experience Cloud deals involve the customer, the Adobe account team, and the systems integrators and consulting firms who deliver the work. All three have to line up for a deal to close.

What I did

Over five years I advised account teams and customers on complex deals, co selling with systems integrators and consulting firms on solution design, scope, and close. I covered financial services, including some of the largest banks and credit unions, and earlier led healthcare and life sciences accounts. I was part of the team that built Adobe's first value model.

What happened

A $15M quota carried and met, $2.3M closed in 2022 at a $300K average deal size, an average $1.5M annual order value per healthcare account, and a 2019 Customer Spotlight for a multi solution deal over $3M in annual recurring revenue.

The problem

Rackspace was competing against AWS for enterprise cloud customers and needed new products, new channels, and lower acquisition costs.

What I did

I started as team lead for demand generation, reporting to the director, while the company grew 27 percent year over year on a short staff. Paid search, SEO, media buying and negotiation, analytics, and the handoff to sales and business development all ran through me. Across three roles I ran a $15M demand generation budget, built co marketing and MDF programs with Dell, Microsoft, F5, EMC, VeriSign, and others, built the company's social media marketing function, and created a social selling program for US and UK sales teams that LinkedIn corporate endorsed.

What happened

Hosted SharePoint grew from a zero dollar product to $20M in three years, and cost per lead dropped 30 percent while lead targets were beaten month over month.

The problem

Thirteen ecommerce brands with $54M in combined revenue, including Walmart, Sam's Club, Costco, Office Depot, Intuit, and Mary Kay, sat in a market that was shrinking year over year.

What I did

I built and led the team running those brands, along with the shared services group handling online marketing operations for fifty internal and client sites, including bank and credit union clients.

What happened

Online marketing revenue grew 20 percent in a declining market while the annual budget dropped 10 percent, and several brands turned profitable for the first time in five years.

The problem

A financial inclusion company was launching with Telcel, part of América Móvil, the largest telecommunications company in Latin America. A partner that size sets the pace, and the launch had to meet its standards.

What I did

I supported the launch as fractional CMO, leading go to market strategy and the business development cycle from proposal through client presentations, and redesigning customer onboarding and retention.

What happened

A launch delivered alongside Latin America's largest telco, and a 20 percent improvement in client satisfaction.