Dana Curtis Email & Phone Number

Phoenix, Az, Us

Chandler, Az, Us

Here's the story:Take a company that has steadily grown over 30 years to $6.8 billion (with a B) in revenue, 22,000 employees, 129 quarters of consecutive profitability, history of virtually no lay-offs, a phenomenal culture, sector-defining employee development programs, self-underwritten healthcare, 25+ acquisitions in 15 years, investment grade debt rating, “dividend aristocrat” status, industry-leading profit margin, over 100,000 products in 25 categories, 125,000 customers, in the NASDAQ 100, in the S&P 500, and represents the quintessential term that defines the products of its industry.Who are they? It's very likely that every person in the world has come in contact with it's products. And it's a crime that it isn't a household name. All that is about to change...

Here's the story: Professional podcast guest and public speaker. Available for strategic thinking, goal setting, orthogonal thinking, and how to translate business value to end customers.

Hamamatsu, Shizuoka, Jp

Here's the story:A hot product. A market ripe for disruption. Phenomenal growth potential. What's the problem?The problem is you need to get 11 exclusive global distributors to invest in sales and marketing resources, otherwise the solution stays stuck in the realm of "what could be". How do you convince very smart, successful executives that a business currently yielding 10-12% of revenue needs 3x more market investment? How do you demonstrate the potential value of a newly launched, unknown brand? How do you translate Eastern values to a Western audience and keep them motivated? How do you define success?The great challenge of growing a brand from infancy to market acceptance is overcoming these challenges with clear communication, strong vision, and a compelling pitch for a better future. Multiple versions of brand guidelines, consistent communication and clear competitive positioning, plotting an aggressive course for the 'next big thing', and relentless brand reinforcement achieved these goals and the brand continues to thrive. Building and supporting a strong distribution channel and crafting consistent messaging across regions built a global team from an idea and a prototype.

Hamamatsu, Shizuoka, Jp

Here's the story:New markets and new customers don't fall in your lap, you have to go out and look for them. You have to kiss a lot of frogs, chase a lot of dead ends, and start over countless times. When you do catch a spark, you need to stoke the flames and show potential before your executive team is willing to pour more fuel on the fire of opportunity. The effort takes weeks of research and interviews, countless hours of discovery mining your CRM system, building analytical models to yield insights, and multiple business model revisions. Success was defined by a combination of: - Gathering requirements- Choosing technologies, patterns, and standards- Finding the best solutions from within an existing IP catalog and applying to a new market- Communicating business value to executives and technical needs to engineers- Packaging everything together for presentation to steering committee and board of directors

Irvine, Ca, Us

Here's the story:What does a rookie manager do with a team of 15, 32 products across 5 verticals, a vague warranty policy, old technology, and a philosophy that 'Support is a cost center'? You find ways to innovate. You kick over a lot of rocks to see what's underneath. You leverage existing systems for new opportunity. You network with other managers in the company to find synergy and small wins. You make up rules as you go and measure the results. Ideate, Iterate, Adjust, Adapt. You give your mentor unending headaches. Running a service department requires fast thinking, delegation to experts, and a long-term vision for success. It also requires a lot of stamina and a thick skin. The support department takes a beating on a regular basis. The best way to build consistent service levels and high expectations for your team is to define and refine departmental processes. Establish key metrics and report on them publicly. Create a moonshot goal and announce it. Identify customer and reseller pain points; work with other departments to build better solutions. Live with a philosophy that "there is no plan B".Multiple process documents, software workflows, call center software revisions, data analytics dashboards, personnel moves, and customer communication turned a department with no NPS score and a lot of complaints into a well-oiled machine that was on its way to convert from a cost center to a revenue generator.

Irvine, Ca, Us

Here's the story:I never met a Long Tail I couldn't catch. The 'secret sauce' of any hardware company is it's product team. They are responsible for being the hub of the 'great wheel', connecting the spokes of Sales, Distribution, Marketing, Support, Engineering, Executives, Finance, and Customers. And managing it all with a smile. Product Ownership is a calling. It's the core competency of any great company. The product management team handles product launches, product positioning, pricing strategy, promotional materials, voice of the customer, support materials, copywriting, and distills all the data for reporting to executives. Product Managers were seen as the "guru" for the product, often having to answer the fringe questions starting with "can your product do X??" "Yes, yes it can, and here's what you need to do it."When they aren't holed up in the testing lab they need to host authorized reseller training, 50-70% travel to visit customers, exhibitions, sales support, workflow support, data analytics, forecasting, contribution margin, and assisting in the definition of appropriate warranty terms. It's a marathon that feels like a sprint and the battle scars are real, but man, what a rush. I presided over two of the most successful product launches in company history, created our webinar training program, launched a new education program, and led our customer experience initiative with the first ever "out of the box" installation video. Below are examples of videos that I co-produced, starred in, and wrote.

Irvine, Ca, Us

Here's the story:A portion of the product line was steadily surviving with minimal resources dedicated to it; some might say abandoned. Despite this fact, the product simply wouldn't die. Prescient executive management at the time determined that perhaps we could flip the script and dump some strategic resources into a program that would transform this mushroom into a garden. What emerged was the Advanced Solutions Division(ASD). ASD was an internal disruption machine designed to incubate and test new business models, marketing programs, and sales channel development; separate P&L with a mission to bend the rules. I was hand picked to join this team as one half of the burgeoning marketing department. My time with this experimental division brought me from events to product marketing to sales. The division shattered revenue targets in its first few years. Lessons learned from the ASD experiment formed the foundation for what would become DGSHAPE: Roland DG's first independent global subsidiary.Sales:"1st prize is a Cadillac El Dorado. 2nd prize is a set of steak knives. 3rd prize is 'You're Fired'. Coffee is for closers."The task: sell an outdated, mature product at the end of its life cycle, on the eve of the worst financial crisis since the great depression. Showtime. Product:"What do we do with this rust bucket? Put some elbow grease into it and get her running again!"The task: figure out how to breathe new life into a 15 year old product line that had been summarily dismissed and put out to pasture multiple times. Find a new demographic that looks like the old one so we can recycle our marketing materials and run the old playbook with new success.Events:"How do we plan and execute a corporate tradeshow booth? Battlefield education."The task: here's a $50,000 tradeshow budget, kid. "Have fun". Find subject matter experts to learn from, become one yourself, figure out how the company is currently doing it, then break the model and do something else.

Mba, International Business

Bachelor Of Fine Arts - Bfa, Theatre/Theater