I help CEOs, CROs, and CMOs at high growth tech companies use every lever available to generate demand from new and existing business. I do this by working with you hand-in-hand to build and launch GTM strategies that prioritize the customer above all else. When executed, the best GTM strategies make old problems like "sales and marketing misalignment," "attribution models," and "lead quality" completely irrelevant. We're not going to spend a month "researching" your market just so we can create some fairytale beings we call personas. We're going to take 30 days to solidify the growth target you're presenting to your board and will come up with a unified approach to beat the goal, with the ultimate objective of dominating within your TAM. From there, we'll spend every 30 days that follows executing that GTM strategy, updating it constantly to stay ahead of what we're seeing in the market. I'm the most hands-on demand gen leader you've ever met. I see the forest, but I also know you don’t get a forest without planting some serious trees. Let's get planting.

First Series B marketing hire at global fintech company, responsible for building a demand generation department charged with driving marketing revenue across North America, EMEA, and APAC.

First marketing hire for Series A B2B healthcare SaaS startup. Sat on leadership team and reported directly to CEO, with P&L and quarterly board meeting accountability. Managed the marketing department responsible for driving growth from new and existing business.

Led the MedBridge B2B marketing and inbound SDR teams. Responsible for driving lead generation, pipeline growth, sales enablement, brand awareness, and customer engagement across our clinical settings.

As the Element Three Marketing Manager, I led the six-person team charged with growing the agency's brand, reach, positioning, and client base. I was responsible for:- Our annual marketing plan and budget- Managing the marketing and sales P&L for the agency- All awareness and lead generation campaigns, including content marketing and paid promotion- All lead nurturing efforts- Building, maintaining, and optimizing our websites, blog, email marketing, and social media - Our strategic partnerships, both local and national- Agency PR- Event planning and sponsorships - Sales enablement strategies (case study development, targeted prospect campaigns, etc.)- Managing our marketing automation system, CRM, and analytics infrastructure- Internal communication strategies and fostering our employer brandIn addition to my Marketing Manager roles, I served as an Account Executive for several of our smaller agency accounts, for which my responsibilities included:- Spearheading client marketing strategy, alongside our digital, creative, and development teams- Managing client communication and relations- Ensuring client business objectives are not only met, but exceed, on time and on budget

In my first role at Element Three, I served two primary functions:- Acted as the company's sole Business Development Manager, responsible for prospecting, qualifying, and growing average weighted pipeline value (contracts greater than $150k)- Served as Executive Director for Indianapolis's largest marketing conference in 2015, surpassing the sponsorship (+91% YOY) and ticket revenues (74% YOY) generated in the event's first two years

During our two-year tenure, Orr Fellows gain executive-level mentorship at our Host Companies, build an impressive professional network through monthly meetings with Indiana business, organizational, and civic leaders, and join an invaluable peer network with other talented recent grads.As the Director of Civic Engagement, I worked with the Orr Fellowship network to strengthen current ties to the Indianapolis community and to develop new ones. This included launching our flagship Civic Engagement program, the InnovatOrrs Project, in which the Orr Fellowship, alongside Teach for America Indianapolis, leads a weeklong entrepreneurial curriculum for 7th-and-8th grade classrooms throughout the city designed to empower students to develop their own solutions to some of the most pressing challenges and opportunities facing their community. Additional Civic Engagement initiatives I directed during my tenure include the Orr Fellowship's Nonprofit Consulting Program, our first annual Indy 101 onboarding event for new Orr Fellows, and our organizational strategic partnership program, which focused on building and maintaining our relationships that included TechPoint Foundation for Youth, Lemonade Day Indianapolis, Indy Do Day, the Indy Hunger Network, IndyHub, and the Indy Chamber, among others.

Plan 2020 is a strategic planning initiative forging a compelling future for Indianapolis. The plan is a collaboration between the Greater Indianapolis Progress Committee, Department of Metropolitan Development, Department of Public Works, the Indy Chamber, and community leaders to make Indianapolis a better place to live, work and visit. In May 2015, I received a CityCorps Fellowship designed to study the youth empowerment infrastructure of Indianapolis and how the city ranks in its ability to provide youth a platform to have their voice heard compared to peer cities throughout the country. Through collaboration with dozens of individuals, youth workers, city officials, educators, and youth leaders, my partner and I created a framework to be adopted by youth-serving organizations in Indianapolis. In practice, this research has culminated in the creation of a new entrepreneurial program aimed at empowering budding 7th and 8th grade entreprenuers in low income schools throughout Indianapolis, a collaboration between the Orr Fellowship, Teach for America Indianapolis, and Big Idea Week.More details on our research can be found at plan2020.org.

Primarily responsible for implementation, training, and platform management for universities piloting Courseload's educational software-as-a-service digital content solution. Provided training, support, and analytics to institutional administrators, project managers, faculty, and students. Additionally, as one of only a few dozen employees at the former education technology startup, I served in a number of secondary roles within the organization, working alongside sales, marketing, and the leadership team to expand our visibility within the education technology industry and to assist in securing sources of capital investment or acquisition for the organization.Courseload was acquired by Unizin in early 2015.

Designed and drafted a multimillion dollar framework through which Butler University will achieve greenhouse gas net neutrality by 2050. I spearheaded Butler's Sustainability Council, a coalition of administration, faculty, and staff assembled to inform the development of the Sustainability and Climate Action Plan and to ensure the overarching success of Butler's sustainability endeavors. As part of this effort, I utilized a national network of sustainability officers to ensure Butler's process was fully aligned with similar endeavors in the higher education sector and developed communication strategies targeting the Butler Board of Trustees to ensure adoption and compliance.

In addition to the research and drafting of the Butler University Climate Action Plan (see above), assisted in projects designed to promote ecological responsibility and community development in the Indianapolis Metropolitan Area.