Green Thread is a B2B practice, under the Horizon Media umbrella, that helps companies achieve sustainable, scalable revenue expansion by aligning around a common purpose: growth. Green Thread designs and operationalizes data-driven, capital-intensive commercial strategies that agilely adapt to changing customer buying behaviors across the full revenue cycle. Using deep research, unique business insight, and an innovative faculty of experts, our team works with a new generation of leaders across all customer-facing functions - sales, marketing and service - to drive continuous corporate revenue by arming them with the state-of-the-art management tools, skills, advanced analytics, capabilities, and best practices.

ACQUIRED BY HORIZON MEDIA IN 2022. Evangelizing innovative growth and technology strategies, the Institute was founded on the principle that growth is a team sport. Functional roles are blurring across sales, marketing and services, so growth can only be enabled by adopting key collaborative best practices across any leadership team. At the time I moved to Green Thread, we acquired the Revenue Enablement Institute.

I was recruited as the company’s first CMO and digital leader for the world’s largest equipment rental provider. A member of the Executive Operating Committee, I reported to the CEO/COO.You could accurately say that one of my key challenges was to “Uberize” the company—and bring the value of digital services and connected equipment (the Internet of Things) to an organization with some 600,000 pieces of equipment. With a total commitment to this curated transformation, I was passionate about bringing this digital strategy to life. To generate engagement in a somewhat staid industry I presented the digital vision as a hardcover book—something tangible and reflective of how we could go-to-market with image-rich data and a robust digital platform. This old-school approach effectively broke down barriers and paved the way to for deeper engagement. The approach worked! Ecommerce revenue tripled, and our next-gen digital platform garnered several industry awards for its creativity, innovation and impact. I solved business process challenges that were previously insurmountable…creating an automated reservations app on line and changing the way customers behaved, generating millions of calls (volume increased 60% to more than 2M calls in year 3, representing $700M in revenue).Additional value delivered:• The numbers, first: I contributed to +62% revenue growth and +130% market valuation increase. • We generated $1B+ in revenue in 2019 by expanding digital platform, channels, and capabilities.• I expertly managed a $400M P&L (digital and customer care) and a high-performing team of 200. • An award-winning, integrated advertising campaign boosted brand equity, growing unaided awareness from 27%41%; brand momentum 74%92%; and brand consideration 70%79%.• We also cut customer churn and reduced lost calls by enhancing and automating our customer care center. The results? $50M in incremental revenue and a +20% growth in transactions through the center for 2019.

Executive-in-residence for the technology PR agency of the year. Work directly with start-up and high-growth technology companies to improve growth strategies, deepen customer relationships, elevate brands, enhance digital marketing and better leverage technology. Established “CMO 2020,” an initiative designed to support chief marketing officers and other C-level executives to understand and leverage strategies that are fundamentally changing marketing and customer engagement.

As Global CMO and EVP for this global F500 company that provided energy/automation digital solutions, I led a team of 1K direct/6K indirect employees. Thought leadership driving innovation capped some of my most significant contributions. These included:• Launching a new “Life Is On” brand provided a platform for all our busines sunits and repositioned us as a more human company. It proved exceptionally successful and grew unaided brand awareness by 4% (+400 bps).• Key initiatives—from increased demand generation and strengthened brand equity to operational efficiencies—contributed to +13% revenue growth and +21% valuation. • With my new team, I implemented professional governance processes and restructured our marketing team with new priorities. We decreased costs by €27M through more efficient operations.• By creating a demand engine, we increased demand for more products and services: +45% from marketing-qualified opportunities and +13% from website traffic (shift to digital channels).An example of the transformation I led. We had been planning our annual Leaders Forum for Macau in 2015 —a $25M internal event for 2500 people comprising 4 days of meetings and exhibitions. With a faltering economy and cost-consciousness growing, I presented an innovative solution to the CEO and exec team: deliver the meeting as a one-day streamed event for all employees across the globe. This took some serious selling and persuasion, including my offer to “Fire me if this isn’t successful!”The end result? One of my legacy achievements. We transformed our Paris headquarters into a movie set to stage the event virtually from our home base. In one day, we reached 60K employees around the globe—providing digital access, delivering outstanding value and 3 hours of stellar programs from a highly creative digital environment - all for under $2M. The annual event has been produced virtually ever since.

Recruited to a unique opportunity to lead a new PE-backed joint venture with Siemens AG. I faced an incredible challenge to turn around a former technology and market leader that was now characterized by declining market share, plummeting revenue, thin margins, strong competition, and an expiring brand license to the name “Siemens.” Building on our reputation of engineering excellence and a sizeable installed base, I set in motion an aggressive vision to change our trajectory and pulled disparate threads – GTM strategy, market-leading innovation and business restructuring – together into a cohesive whole. The numbers help to tell the story:• Flattened the decline to -2% <18 months by aligning our GTM strategy around vertical industry sales, Managed Services, ecommerce and indirect distribution. • Expanded our customer base and relevance in the key North American market that resulted in +30% order growth, including a $50M public sector deal, and tripled market share from 0.9% to 2.7%.• Slashed global operational costs by €59M annually and boosted profitability by managing restructuring that consolidated geographies, headcount, and product portfolio.• Reimaged our product portfolio around Project Ansible—a revolutionary new team collaboration approach, grounded in user and market research as well as innovation around cloud/SaaS, mobility and social technologies. • Executed on multiple M&A efforts including acquisitions (FastViewer webconferencing), carve outs (Enterasys networking unit), investments (InContact cloud contact center) and fundraising (€200M in high-yield bond raise).Strategy and execution came together with the 2013 launch of the company under a completely new identity and brand, “Unify.” The launch itself was executed as a ground-breaking, digitally streamed event from two locations, New York City and Munich, and captured market attention and created exceptional marketing buzz, even trending #1 on Twitter for a time.

I was recruited by SAP to align sales and marketing in Asia Pacific (based in Singapore) as SVP of APAC Marketing where we rebuilt the team, collaborated with our colleagues and drove exceptional demand generation performance. After less than a year, those accomplishments helped get me rapidly promoted to lead all field marketing globally as Executive Vice President for Global Field Marketing where I reported to CMO and managed budget of $150M and 600-person team. As it turns out, I took on responsibility for global demand generation just as the 2008 Great Recession turned the market upside down. Working with SAP’s whole executive and marketing leadership teams to navigate through the tumultuous period was a tremendous challenge and brought out the best in many of us. Select accomplishments included:• Coalescing a distributed field marketing team of 600 into a globally aligned sales and marketing team, we generated an industry-leading 17% of SAP’s total pipeline (eg, Oracle’s marketing activity generated 11% pipeline at the time).• Introducing the Demand Generation Board as a joint prioritization council and establishing a culture of demand analytics, all working to capitalize on aligned sales and marketing focus. Results: We grew annual value (48%) and volume (55%) of marketing-generated opportunities.• Repackaging quick time-to-value offerings with a “Best Run Now” program helped to thwart declines, improve time-to-value for customers and build new demand during the 2008-2009 financial crisis.

My primary role was to align marketing closely with local and regional business to elevate their charter and place marketing as a partner to success in the business. Working for the EVP of Asia Pacifica, I made inroads with key stakeholders across the region to create alignment that allowed for faster decision making and more successful marketing programs in a highly matrixed and decentralized business environment.

Gladiatorial warfare! Not often is that expression used in describing one’s career, value or culture. But in the case of my extraordinary career with Oracle that took me around the globe, this is actually an understatement.I was hired to run the Central Asia office in Kazakhstan in 1994. I had no experience with sales or software, and my Russian wasn’t very good. However, that baptism by fire kick-started my career and led to a progression of roles working for one of the best enterprise sales training “schools” in the world. What I learned about working with customers, managing sales efforts and generating demand has stayed with me throughout my career.My early successes in Kazakhstan and Ukraine led to full P&L responsibility of the $40M business in Russia. Then I moved to Singapore to lead our $140M public sector & health business in Asia Pacific where at 30 I become one of Oracle’s youngest VPs. Learning tremendous appreciation for different cultures and resilience in mastering the nuances in each role and country, my multi-disciplinary education provided the foundation for managing ambiguity and making complex decisions. Over more than a decade, I managed critical transitions, drove significant expansion and accelerated growth across Eastern Europe and Asia (especially Russia and China). Building value-add revenue streams and customer retention programs through active M&A while enabling the pivot toward cloud computing, I delivered unparalleled leadership in every role. Career Advancement Path:Global VP, Services and On-Demand (SAAS) Global Business Unit, 2005-2007VP, Sales & Marketing Operations, Redwood Shores, CA, 2004–2005VP, Marketing & Business Development, Asia Pacific, Singapore, 2000–2004VP, Public Sector Sales, Asia Pacific, Singapore, 1999–2000Managing Director, Russia & the CIS, Moscow, Russia, 1998–1999Country Manager, Ukraine & Moldova, Kiev, Ukraine, 1996–1998Regional Director, Central Asia, Almaty, Kazakhstan, 1994–1996

Established a new level of understanding and awareness in Oracle’s services offering internally and externally by crystallizing complex products and services into clear messaging and clear, implementable marketing strategies.

Used unique experience in marketing and business roles to align shareholders and create cohesive customer facing programs and campaigns. Provided a fresh perspective and creative solutions for demanding stakeholders and a fast changing marketplace.

Defined programs to penetrate the diverse and complex market space in Asia Pacific. Authored the unique dual-language Oracle-“Jia Gu Wen” brand and logo in China. Provided fresh and interesting perspectives to differentiate from competition.

Led business operations in Russia and Commonwealth of Independent States (former USSR) to provide growth in a challenging and diverse region.

Led sales, consulting, education, marketing and business operations in Ukraine.

Led sales, consulting, education, marketing and business operations across Central Asia.