Helping to lead the global expansion of this fast growing company, which provides a powerful software platform used by leading nonprofits in the USA, Canada, UK, Europe and other countries. Clients use our highly flexible digital tools to raise money via online and P2P fundraising, and to win advocacy campaigns, manage events, conduct email, SMS and social media marketing, utilize marketing automation journeys, and engage with supporters in targeted, highly personalized ways.

Under my leadership, Care2's main sales and marketing division quadrupled sales and quintupled our client base to more than 1300 top nonprofits and 250 digital agencies. We also grew our team from two people to 13 top performers, while creating a new practice selling cause marketing, high engagement advertising and lead generation to socially responsible corporate brands. Our team brought in 90% of Care2's revenue. Care2 grew into a social action network (a certified B Corporation) with 24 M "do gooder" registered user-members and a unique monthly audience of 18 M+ people. Quantcast ranked Care2 the 115th highest trafficked U.S. Web network. Care2 also reaches an additional 150 M+ people through its vertical advertising network -- the Care2 Take Action Platform -- consisting of 200+ partner media sites and blogs that promote Care2 campaigns to their own online audiences. Care2's core business is providing permission-based, behaviorally-targeted lead generation campaigns that enable clients to acquire customers or donors, raise funds online and win advocacy victories. I helped formulate company strategy as part of Care2's senior executive team, and forged business partnerships with nonprofits and corporate brands, as well as with ad agencies, media buyers, P.R. firms, consultancies, foundations, software firms, renewable energy firms and many other socially responsible organizations. In 2013, my role expanded to include the building of a new consumer marketing function to focus initially on securing earned media coverage for Care2, by leveraging both internal staff and the services of an external P.R. firm.

Conducted market research and competitive analysis for National Geographic to enter the classroom video curriculum market against a dominant rival. Presented recommendations and plan to CEO, COO and other top executives of National Geographic Society. This plan was implemented, with successful results.

Turned around 30-person, $10 MM self-supporting division of PBS that from 1981-2005 licensed out a portfolio of more than 100 high-quality multimedia PBS courses worth $200 million to many hundreds of universities and colleges nationwide. Restored division to profitability in first year and grew profit steadily. Divested one business line, trimmed others, launched "PBS Campus" consumer marketing campaign to reach students directly, and forged partnerships with national education providers to ensure "anytime, anywhere" availability of all PBS courses. Also led the $5 million federally-funded "PBS Connect" project, creating interactive curriculum for ESL learners.

• Negotiated strategic alliances with Intel, AOL, NPR and National Education Association.• Forged deal to secure $1.5 MM in funding and in-kind promotion from outside partners to preserve “PBS YOU” TV channel, reaching 20 MM homes via DirecTV and Dish Network.• Directed “E-Membership” project to outsource low-cost email marketing solution, from among 16 vendors, for PBS member stations (40 of them ultimately adopted solution)

• Led revenue generating activities for PBS.org and PBSKids.org. Built 6-person team to promote websites, sell ads, create new revenue streams and manage our division's budget.• Conceived “PBS Parents” site to reach new market. Won executive backing.• Negotiated distribution agreements, for PBS content, with AOL and Real Networks, helping to boost traffic to PBS.org by 50% per year from 1998-2001, and obtaining TV tune-in promotion, e-commerce anchor tenancies and branding.• Grew advertising income 70% per year from FY ‘98 to FY ’00, and raised additional $200K per year by creating e-commerce partnerships. Raised $700K from foundations.• Negotiated distribution agreements with: Sesame Workshop; Scholastic; McNeil-Lehrer Productions; Mister Rogers; ITVS and public TV producers WGBH, WNET, WETA, OPB, KQED and KCET.• Negotiated agreements with vendors including Virage, TechSpan, ATG, Digital Island, Nielsen-NetRatings and Jupiter MediaMetrix.

• Served as COO for 10-person Web content syndication company and AOL site operator during pre-venture capital financing stage.• Led redesign of content and visuals for The Great Debate, a political forum in AOL News channel.• Left after it became clear that financing was not forthcoming.

[Company was still known as Bantam, Doubleday, Dell when I worked there, before Bertelsmann merged it into the newly acquired Random House.]• Approved book acquisitions; managed budgets and forecasts; ran financial models for business launches.• Led team that slashed marketing costs by $1.5 MM/year; Selected vendor for $3 MM printing contract.• Created investor document and financials for $10 MM launch of WaterBrook Press book publishing unit.• Evaluated assets and helped determine offer price for attempted purchase of HarperCollins from News Corp.• Assisted CEO in negotiating $200K reduction in annual advertising agency expenses.• Performed internal consulting projects for supervisors – initially COO and later the CFO• Provided financial and budgeting support to two business units: New Media division and WaterBrook Press division• Marketed licenses of book content to Web and CD-ROM publishers.

• Worked as one of three Newsweek correspondents based in Moscow, simultaneous with AP stringer status.• Covered 1991 Kremlin coup, collapse of USSR and Russia's transition to a market economy under Boris Yeltsin.• Reported and broke major stories from Chechnya, Siberia, the Baltic States and Central Asia.

• Wrote breaking news and features picked up by daily newspapers, TV and radio broadcasters worldwide.• “Covered the desk” for bureau on rotating basis, in charge of final edits and breaking story assignments.• Wrote and delivered weekly political commentary on Moscow's only English-language radio station.

• Won National Press Club Washington Correspondence Prize, in 1989, for series on toxic chemical dumping in the Midwest, based on four months of investigative reporting at local and national level.• Reported news for Washington bureau of chain of nine daily papers, mainly in the Midwest, owned by the Small family of Illinois. Newspapers were located in Illinois, Minnesota, Indiana and California.• Covered White House and Congress, 1988 Democratic Convention and wrote biweekly business column. Beats included business, environment and labor.