Claudia Wilson Email and Phone Number

Responsible for generating revenue, which includes overseeing sales and marketing. Led strategic planning process, mapping the future direction of the company and bringing focus and clarity to goals and objectives. This plan includes:• A comprehensive social media plan for better positioning in K-12 marketplace.• Identified Marketing Automation Tool to help drive brand awareness and lead generation. • Improved and expanded organization structure.• Outlined employee growth and recruitment plan.

Reorganized the sales team, implementing strategies to grow the business, cease client turnover while increasing overall profitability. Key liaison to the president, offering input, problem solving and business strategies.• Restructured compensation plans for account executives and sales team.• Created a process to measure results and deliverables.• Implemented sales training program for individuals and team.• Re-tooled sales accounting methods.• Formed the marketing direction of the company. • Brought sales and operations together, improving communication and working relationship between the departments.

Responsible for leading the meeting and incentive travel integration efforts working closely with Carlson Marketing Worldwide executives, and the media/industry. As integration lead, fast, timely responses were required along with the ability to think proactively and anticipate all variables in any given situation. • Created 13 teams with over 100 employees to work on integration.• Implemented integration process and lead teams across all areas of the merging companies including communications, facilities, finance, HR, IT, legal, marketing services, pre-sale, operations, transportation, sales, Strategic Meetings Management and training.• Conducted weekly status meetings with teams and monthly meetings with company executives. • Executed proactive internal and external communication throughout merger process including media, employees, and stakeholders.• Created team building events to encourage and improve morale while bringing the companies together.

Focused on new business development, marketing services and go-to-market strategy for the recently combined organizations. Led the management group through an in-depth systems integration review and restructure and worked with sales team to implement client retention strategies for a smooth transition. • As a member of the leadership team, provided council and input on how the integration should be implemented.• Created 6 teams who collectively worked on all aspects of the integration.• Guided the sales team to help successfully transition clients to a new organization.• Worked with the marketing team to quickly and effectively communicate to clients and stakeholders

Assisted in the transition of Northwestern Travel to Navigant Performance Group. During the integration phase, developed client retention strategies, key manager incentives and began systems integration. Succeeded in retaining all clients and key managers during the sale and the transition of the company from Northwestern Travel to Navigant.

Worked as turnaround expert, responsible for the overall operations of NIS, an organization that had been losing money for three years prior. Promoted culture shift from slow and ponderous to swift, agile and flexible to help position company for growth. • This was accomplished with re-engineered systems, pricing, talent and contracts, quality control measures, all of which contributed to yearly profit margins of 18-23%.• By 1997, sales grew nearly 75% as a direct result of a new, more engaged and client-oriented mindset.• When assuming the presidency of NIS, the company had been losing significant money for 3 years. Within one year NIS was profitable and continued profitability each year.• Nominated by employees as “Employee of the Year” for turning company finances and morale around so quickly.• In 1998, asked by leadership to turn around a failing leisure operation, Mainline Cruise & Travel. Completed an already in-process acquisition, successfully streamlined the organization, balanced the books in addition to full-time NIS presidency – all over a two-year period.

Company founder at the age of 27, positioned the firm as a boutique organization with high-touch level of customer service and satisfaction. Six years later, the company grew into a multi-million dollar organization and was sold to Northwestern Travel. Led the acquisition of the company, managing all aspects, including systems integration, client retention and employee morale. • Sales – Built a loyal customer base in the medical device, dental, pharmaceutical, insurance, financial and manufacturing industries – which included a number of Fortune 500 companies. All clients retained for many years. • Marketing – Started from the ground up creating company brand, image, marketing campaigns, proposals/presentation and pricing structure. • Operations – Created a finely tuned process-oriented culture with a “customer comes first” attitude. • Finance – Set-up systems to successfully run and manage all financial aspects of the company.