Daylight Strategy provides data-driven analysis into marketing effectiveness, conversion optimization, website functionality, customer funnel insights, ROI and ROAS and digital presence optimization.

Create and operate the go to market strategy and marketing strategy for Ribo Music.

I work with likeminded, growth-focused technology companies to find the incredibly valuable triple win: good for you, good for us, good for customers. After serving first as COO at Scorpion, then Division President, the next key challenge is to establish and grow a true partnership channel.

I'm a Digital Marketing and MarTech/AdTech executive serving as President of the Healthcare operating company within Scorpion Digital Marketing. I'm focused on the rapid growth of Scorpion Healthcare following four+ years as the Chief Operating Officer of the parent company--Scorpion Digital Marketing. During my time at Scorpion, we've grown the Healthcare operating company at approximately 33% per year. In 2015, our top line recurring revenue was under $1MM annually and in 2020, we'll top $12MM. During that time, we've grown from fewer than 10 employees to over 60 today.

We've grown Scorpion from a $2MM monthly recurring revenue company with ~250 employees in early 2015 into an over $10MM monthly recurring revenue company with over 800 employees in five years. My proudest accomplishments during this time:-Creation of enterprise account management and consulting function.-Growth of Healthcare vertical from under $1.5MM annual revenue to over $10MM annual revenue.-Two time Google Champion of Customer Satisfaction.-Implementation of ARPA/same-store growth strategy for existing clients.-Verticalization of account management teams.-Addition and implementation of multiple new verticals.-Creation, implementation and training of 20+ people in new leadership layer in account management.-90%+ annual revenue retention.

Design, build and implement a global program management office. Oversee international expansion. Ensure implementation of all critical corporate strategies. Create all the processes, programs and infrastructure required to manage and govern all programs and projects within the global organization. Identify and mitigate execution risks. Implement board and executive priorities.

I was part of the team that engineered the IPO (reverse merger into a publicly-traded shell). This consisted of raising both operating capital (~$10MM) and raising project capital (>$100MM). Additional duties:Build and maintain corporate presence and brand identity: speak at all industry events, author white papers and speak to the press weekly. Identify new markets, strategic partners and acquisitions. Design an M&A strategy to acquire, finance, build and operate electric generating assets. Create efficiency in the consolidation of multiple entities into a single parent. Responsible for design of key corporate strategies and initiatives (new business acquisition process, international project expansion, new financial structures for project acquisition).

Co-founder of the Principal Solar Institute, an online clearinghouse dedicated to thought leadership in the solar industry. The Institute is dedicated to expediting the mainstream adoption of large scale solar into the existing utility environment. We author and collaborate on white papers, webinars and thought leadership industry articles.

Consult with the founder on operational processes, growth strategies, sales execution models, capitalization strategies and corporate execution.

Strategy Development, Strategy Implementation, Operations Execution, Corporate Change Management, Communications Strategy, Corporate Culture Consulting, Impact Analysis and Strategy, Corporate Development, Corporate Goals Analysis and Strategy Development, Corporate Strategy and Culture Audit.

Capstone Solar (founded by Dan Bedell and Rock Borry) was an online clearinghouse for solar developers looking to make purchasing decisions and stay abreast of policy and technology. Capstone Solar was acquired by Principal Solar, which was creating a solar IPP. I was part of the small team that engineered the IPO (we did a reverse merger into a publicly-traded shell). This consisted of raising both operating capital (~$10MM) and raising project capital (>$100MM). The new entity, the Principal Solar Institute functions as a thought leader in the renewable energy space and energy finance industry.

Integration of accounting, finance, IT and business processes across the enterprise. M & A role, merging all North American operations under common ERP, process and IT platform. Six Sigma business operations optimization. Change management planning and strategy.

As the Founder, CEO and creator of the solar division I was responsible for all operational oversight, business development, finance, marketing, contract negotiation, accounting management and project management leadership for all operations. I started a solar division that was the first of its kind in the DFW Metroplex and I created and implemented the branding, business development plan, financing plan and marketing/sales approach. All finance and operations reported to me.

PRC Commercial was a major construction and disaster response vendor in the Dallas Metroplex. My role at PRC was to run the day to operations of the corporation while constantly prospecting for new business. I operated the Federal Disaster Response business line and I was responsible for managing all 29 employees and any subcontractors (fluctuating between 25 and 75). I was also responsible for the key business functions of the operation, including:AccountingFinanceBusiness DevelopmentSalesMarketingPricing StrategiesBudgetingVendor Relations and Purchasing

I was responsible for international projects. For my last three years at MBNA, I was responsible for insourcing all European processing into the Dallas processing environment.

At CompuCom, I was the primary liaison between CompuCom and the companies that outsourced their helpdesk functions or network management functions to CompuCom.

Design utility rates for municipalities.