I recently stepped down from a Vice President role after a startling diagnosis of Stage 4 cancer (metastatic melanoma). I will defeat it, to follow my journey you can find me on Facebook. Initial treatments are working well, and while my main focus is personal, I want to keep my mind active, and contribute to the success of Cortex. I helped shape and build this company to what it is today, at the same time this company has helped shaped me into what I am professionally today. I am currently digging into and working through various strategic projects to keep driving value to the organization. As long as I can contribute, I will. I look forward to defeating cancer and growing once again within the organization.

Cortex Business Solutions is a software as a service (SaaS) business to business network that enables electronic invoicing. Cortex reduces invoice processing times by offering flexible connections and tools that leverage existing customer technology and processes. The Cortex Trading Partner Network provides a simplified document exchange process for industries with complicated procurement practices, resulting in improved cash flow management and business controls while reducing days sales outstanding (DSO) and administrative costs. Their low-cost, low-risk, cloud-based solutions can be implemented quickly and replaces costly, time-consuming manual invoice processing with simple, transparent, streamlined automation. My responsibilities for Cortex Business Solutions is to own the lifecycle management of clients post sale as Client Services. The Teams include:"Client Implementation and Project Management" takes the hand off from sales to manage the client from project kick off to implementing the solution to get the client up and running and on their way to success."Client Enablement and Order Desk" fulfills on the provisioning of client accounts and relationships resulting from the implementation of the solution, including completing new contracts from online and inbound client registrations. Client Enablement also maintains the integrity of customer records and information changes, and the ongoing enablement of relationships throughout the customer lifecycle."Customer Training and Support" is in place throughout the full life-cycle of the clients to provide initial training during implementation, initial training of the client's customers or suppliers coming on board, and on-going trouble shooting and technical support for all members of the Cortex Trading Partner Network.

Leading the Customer Satisfaction Team encompassing:• Customer Provisioning: Vendor Management team – on-boarding all customer accounts, and connections. • Customer Training team – produces all training material, guides, and product release comms, and manages documentation for all customer invoice requirements. Manages online help module for self-serve support. Delivers of all Training Webinars and Walkthrough training.• Customer Support: a 3 tier structure to handle all calls, emails and web-form inquiries from our over 10K customer base. • Customer Satisfaction: the underlying guiding principle for teams. Building and maintaining satisfaction through the lifecycle, and monitor via Survey strategy – with World Class Satisfaction results.CORTEX Trading Partner Network: a new line of business that includes online signup, B2B social networking. This is the functionality beyond invoicing. Invoicing was the “engine”. Portal is the car around it. From the home page, we built modules to access:• Workbench – the existing invoicing “engine” to submit invoices.• Messages – receive notices from CORTEX as well as to send and receive with the Trading Partners you are connected to.• Reports – a selection of reporting capabilities to help guide and manage your business. • Users – create and manage users for with varying permissions.• Profile – ability to create a digital footprint on the Network with information about the company.• Network – search for companies, view profiles and connect to send invoices. Companies can connect to who is on the network or invite new ones to join via our online sign up channel.Now complete the 5 year strategic plan to drive the self-propagation of the network, and the automation it offers – to reduce Operational cost, as well as drive viral growth.

I took on the challenge to strategically fix our customer service channels, managing down cost and build efficiency to maintain strong service levels. I was able to reduce cost by over 55% or $1.7M Year over year.Oversaw moving a portion of customer service to Hong Kong. Thoroughly optimized resources and processes in Calgary to vastly gain efficiency in customer service. Subsequently directed a project to repatriate all service from HK back to Calgary.2011 saw a renewed focus on quality customer service and I was able to bring forth business cases to build up capabilities: * Re-introduced Live chat for VIP and new members;* Introduced VIP relationship managers to ring-fence and grow VIP revenue (which represents 50% of all revenue). * Improved phone accessibility to allow all customers to have access to service via phone, which improved first contact resolution, customer satisfaction, and reduced total email volume significantly.* Launched programs to continue to optimize processes cross-functionally to remove customer barriers and road blocks, and introduced outbound calling programs to increase customer conversions and revenue.Oct/Nov 2011, I was appointed as the Disaster Recovery Leader for the organization. Having not had a current Disaster Recovery Plan (DRP) in place and logged with the regulator (FSA), I had to rapidly put together a project team and plan to create a DRP (one that covers worst case scenario of all systems failure and un-recoverable). I assembled the team; directed and assigned the required contributions needed from each business unit, collected all inputs, and then completed a cohesive plan. Conducted a thorough disaster test scenario, made minor adjustments to the plan and our Compliance Director presened it to the FSA. This was accepted without question.

Interim title pre company name change.See Director, Member Operations, Optimal Payments above for summary.

• After a corporate merger/acquisition fell through, and the business was re-focusing and preparing for a restructuring, I was put in charge of a short term project team to develop a consumer acquisition strategy independent from the Global Marketing team. The goal was to focus on alternative acquisition streams (alternative to the traditional stream of members who come to us through our gaming merchants).• The direct market and card acquisition strategy was to be developed with the intent to roll the team into the Global Marketing group within 4 months.• I delivered a detailed matrix plan tying 5 key acquisition tools (Web marketing strategy, Sign up process redesign, Lifecycle strategy, VIP strategy, Referral strategy) to 3 key product lines (core e-wallet, debit cards, money transfer/remittance). This was developed with detailed tactical plans and delivered within 4 months.

Own the Consumer Marketing Strategy and plan; Re-build the Consumer Marketing team; Lead all consumer marketing programs. 2008 saw a split of the organization into dedicated strategic business units to better focus Consumer and Merchant business. I became the Director of Member (Consumer) Development.• I re-built the consumer marketing and development strategy.• Recruited and built a new consumer marketing and support team.• I led all consumer marketing programs and support to develop the customer base from Acquisition through Activation, Maximizing product usage and uptake, cross-selling programs, and Retention to extend active member tenure.• Strong focus on customer lifecycle and tenure model.Accomplishments include:• Recruiting and building a high performance team.• Defining customer lifecycle and tripling the number of email campaigns/communications to move members through their lifecycle.• Vastly increasing pre-paid debit card adoption and usage, making it a significant contributor to revenue.• Putting more focus on VIP members to keep them active on our service.• Introducing dedicated support for our affiliate referral program, increasing program revenues by over 200%.• Extending active member tenure, increasing member lifetime value.• Increased revenue by over 25%.

Became Director of Marketing for both consumer and merchant (B2B), during a difficult period when the company exited the US market and lost 75% of the revenue base. I was key to the entire proactive and reactive strategy and communications plan during this exit.Consumer Marketing; Re-define the marketing strategy and execution for our remaining markets:• Leverage and build on existing foundation to non-US market. Focused on consumer lifecycle to maximize revenue through retention of existing members. Re-launched Refer a Friend referral program in remaining markets to achieve 800% ROI for the program. Introduced regular consumer promotions to increase revenue.• Built and implemented an Affiliate referral program to introduce a new acquisition channel to the business. 300% ROI on the program consistently maintained.• Introduced Consumer Value Segmentation model to further evolve segmentation, drive activity and retention campaigns, drive a consumer tenure model, and allow service differentiation at a time when service operations were downsized by over 50%.Merchant Marketing; "Stabilize, Develop, Grow":• Created strategies and merchant pricing packages/contracts to Stabilize merchant relationships post US exit and market uncertainty; Develop stronger relationships with remaining merchants in the marketplace; and Grow the overall revenue from the remaining merchant base.• Performance based rebate schedule of the merchant packages yielded an increase of 50% in revenue from merchants on the trial packages, generating >$200K in new revenue.• Merchant co-branding launched to entangle merchants and consumers in a shared value proposition, driving enhanced relationships, and offering growth opportunities to key merchants.• New merchant prospecting including publishing of whitepapers and capturing potential merchant contact info was introduced.• Merchant Segmentation model was initiated to better understand the behaviors of the merchants.

Reporting to the Director of Marketing, led the consumer marketing team and all consumer marketing initiatives and programs focused on both Acquisition of new members and Retention of existing members.Following the success as an individual contributor in Loyalty and Retention, I was promoted to leading the consumer marketing team.• Recruited and built a high performance marketing team focused on Acquisition and Retention.• Increased the sophistication of email marketing, expanding trigger based programs and ad hoc campaigns.• Built and implemented first ever mass consumer promotions with revenues >$2M, yielding over 1000% ROI.• Introduced an outbound consumer sales call centre to execute on customer outbound campaigns.• Created a dedicated VIP service team to serve our highest value members and execute on VIP program and campaigns.• Created and implemented a customer referral program (Refer-A-Friend) to bring a new acquisition channel to the business.• Evolved the consumer value proposition.• Enhanced segmentation, and introduced a contact strategy based on segmentation to control messaging through new channels (email marketing, outbound calling, and VIP service).

Build and own a Loyalty and Retention strategy and tactical plan for the business.Upon joining the newly formed marketing team in a rapidly growing company with a strong acquisition stream, marketing's #1 priority became to support retention of the existing customer base.• Introduced technology and methodology to begin email marketing and launched our first ever trigger based email campaigns targeted as specific points in the member lifecycle (welcome, conversion, upgrade, etc.).• Introduced segmentation to better understand customer behaviours, and highlight profitability of customer segments.• Built and implemented a VIP program to ring-fence the revenue from the most profitable members (8% of the member base accounted for over 50% of the revenue, and required special attention). Result of the program was better retention and increased spend of our most valuable customer base.

To champion Loyalty and Retention efforts in the consumer business. To expand the programs and marketing support for the L&R teams.• Campaign management (ensure smooth implementation of marketing campaigns end to end). Prime subject matter expert for the L&R teams for ADSL internet, Phone Bundles, Local and Long distance winback (preventing customers from leaving us, or bringing them back if they do).• Marketing single point of contact for Loyalty and Retention and Outbound sales teams.• Ad hoc project management to drive marketing initiatives (i.e. internal staff awareness programs - to drive sales of strategic products, and the Shaw Attack program - to lessen customer vulnerability to leaving TELUS service).• Bi-weekly development of Channel Results presentation, and weekly development and delivery of the Loyalty and Retention update for the Campaign Review Board (group of exec, VP, and directors meeting).

• Campaign management (ensure smooth implementation of marketing campaigns end to end).• Marketing single point of contact for Loyalty and Retention and Outbound sales teams (also contact for Retail and External Dealer channels Sept 2003-May 2004).• Ad hoc project management to drive marketing initiatives.• Biweekly development of Channel Results presentation, and weekly development and delivery of L&R update for Campaign Review Board.• Negotiate with channels to ensure capacity exists to execute marketing needs.

• Campaign management (ensure smooth implementation of Mktg Campaigns end to end from the channel perspective). • Facilitate CIM (Campaign Implementation meetings) – to ensure all areas/stakeholders are engaged. • Spiff management (implement contests etc. to drive sales results). • Report on results at STARR (Sales Targets and Results Review). • Quarterly “Prep rally” – to give sales a view of what is to come. • Single Point of contact for Mktg into the channel.

• Manage day to day sales activities of several team types. Maintained top performing team in outbound sales. • Led Project ONE, trial to call into BC market. Maintained #1 team throughout trial.