• Responsible for sales leadership of a 42-person inside sales team focusing on digital marketing solutions to SMBs. Digital marketing solutions include PPC, SEO, Social Advertising, Retargeting, Email Marketing and Website Development.• In first 60 days in the position, able to overhaul comp plan, create a progression plan within the inside sales organization and began to make significant improvements to the culture and getting team in the habit of winning.• In Q1 the inside sales team was combined 45% to goal. In Q2 (was in place for all but two weeks of Q2), increased our percentage to goal to 83% but with a goal 8% higher than Q1. In Q3, we jumped to 95% to goal with a goal 13% higher than Q2.• Was able to secure significant Q-over-Q increases while turning over half the team and putting up higher numbers with far less sellers on the team.• In addition to the revenue increases, put in new processes with recruiting to help attract better candidates while becoming much more selective in hiring decisions.• Worked closely with our training team to add two more weeks to a new hire's introduction with G/O Digital and created a 30-day "boot camp" focusing on the hardest part of the job: prospecting, cold calling and setting appointments. The boot camp has been a big reason why new hires are getting onboarded quicker and producing faster than earlier in the year.• Work collaboratively with other departments including marketing, acct management, lead gen, HR, finance, Jumpstart (digital audit team) and Knowledge Team (sales assists) to drive results across all the teams. • Host and produce a monthly all-hands meeting with inside sales, lead gen and market research to recognize accomplishments from the previous month and present monthly award winners.• Featured in four company videos ("We are G/O") highlighting our value to our clients but also the people behind the scenes. https://www.youtube.com/watch?v=WUu9P06vM7Y&list=PLf1Lejd6M2Citn3Vg-Sn9smefAJccL094

• Responsible for hiring, training and sales leadership for a 10-person outside sales team focusing on daily deals for SMBs in Arizona, New Mexico and Louisiana. • Took 2nd worst performing team (20th out of 21 major markets) to a Top 10 finish by end of 2012.• In first-full year, the Desert Region finished 2013 in 2nd place in percentage to goal, 5th place in signed deals and 1st place in strategic account performance (PEP). There were 16 regions in 2013.• In Q4 of 2013, was asked to temporarily take over two other regions and led 25 reps in 8 different markets. The net revenue produced by the expanded team in 2013 was $10.2M (on a goal of $10M).• In Q1 of 2014 (my last quarter with the company) finished in 2nd out of 16 regions in percentage to goal and #1 in strategic account performance.• Personally responsible for working and help to close numerous key accounts in the Phoenix Market including the Phoenix Suns, Arizona Science Center, The Melting Pot, Waste Management Phoenix Open, the W Hotel, Salt River Fields and the Scottsdale Culinary Festival.• Featured speaker at our 2013 Annual Sales Conference in Washington D.C.

• Responsible for all hiring, training and sales management for a 17-person inside sales team. • Started March 2009 as manager in training and achieved 110% to quota as a rep before promotion to Area Sales Manager in mid-July 2009. Finished last four months of 2009 at 107% to quota and named local sales team of the month three times. Sent three reps to Presidents Club in March 2010.• In first full year as sales manager, was only Yodle manager (local or national) to finish above quota (102%) Led the only Yodle local team to generate $1M in total revenue.• Awarded Yodle’s 2010 Sales Manager of the Year and sent a Yodle-record four reps from one team to Presidents Club in March 2011. Was also awarded Platinum Status for Yodle Presidents Club.• In 2011, launched over $1M for second straight year and sent four reps to Presidents Club. Qualified for Presidents Club but did not attend (offered position at LivingSocial). Led all local sales teams in launched revenue and was 30% higher than 2nd place team.• Part of the founding team of Yodle Scottsdale. Started with a small office with five people and helped grow it to over 145 employees and is widely-recognized as one of the company's top performing offices.

• Oversaw 24-person sales team selling high-performance gloves to sporting goods retailers, regional and national chains and independent team dealers. • Responsible for sales efforts on all national accounts including Dick’s, Sport Chalet, Modell’s, Olympia Sports, Eastbay, Academy and Hibbett Sports among others. • Directed the company’s marketing strategy and marketing plan including its creation, advertising vendor negotiations and ensuring strong return on company’s financial commitments.• Led effort to enter golf market with integrated sales and marketing plan including grassroots events, domestic and international trade shows, product feedback, sales rep recruitment and comp plans.• Negotiated player endorsement contracts for MLB, PGA and LPGA.

• Created a start-up company in July 2007 to connect new homeowners with area businesses in the form of a dimensional mail piece combined with an online component customized to every new homeowner in the Phoenix DMA. Currently in process of selling the business.• Built entire business from scratch including all packaging, website, sales materials and backend integration with new homeowner data.• Business model based on media distribution partners (including a master reseller) to resell Just Settled In to their advertising clients.• Annual revenue potential in Phoenix is $3M-5M. Model is easily expandable to other markets and franchise opportunities are included in the five-year strategic plan.• V2 Results (d.b.a. Just Settled In) is a registered LLC in the State of Arizona. Visit www.justsettledin.com to learn more.

• Joined Intava on August 7, 2006 as Sales Director, Eastern Region responsible for sales of the company's innovative Indigo product for apparel retailers as well as finding other creative applications for touchscreen kiosks in the retail world.• Provided feedback during software development and pre-sale marketing phases to maximize results and built business plan for a complementary solution for footwear retailers.• Worked closely with the Executive Team to develop a new sales strategy for the company that led Intava into customized software solutions for a variety of clients focused primarily in the interactive kiosk industry.• Created the company’s first partnership program connecting Intava to hardware and kiosk manufacturers to utilize Intava for the software and content management component.• Responsible for daily sales reporting (via Salesforce.com) as well as weekly business sales reports, market analysis and product feedback provided to CEO and VP of Sales.

• Led a team of 26 sales executives selling Cutter & Buck (NASDAQ: CBUK) golf-inspired sportswear to the corporate wearables market through promotional product distributors. Division was largest revenue channel with over $59 million in annual sales of the company’s total revenue of $120 million.• Responsible for all areas of sales leadership including budgeting, sales forecasting, comp plans, national account management and day-to-day running of the sales team. Also worked in cross-functional role at company’s Seattle HQ.• Increased sales by 15% in Q3 FY06 over Q3 FY05 and had first $6.5 million month in three years (March 2006). Revenue growth for Q4 FY06 ended April 30, 2006 was 9.2% over Q4 FY05.• Worked closely with major national accounts and Top 50 accounts to develop sales and marketing strategies to grow revenue.• Took over responsibility of managing sales efforts with Major League Baseball and grew revenue by 60% within the first six months.

• Directed all sales efforts of 110-person North American sales team focused on business and sales process technology solutions for over 7,000 clients. Sales team included 11 direct reports (including sales managers), 90 company sales execs and nine team members in sales ops and sales services. • Increased revenues from $41 million in 2003 to $58 million in 2004. Took over sales leadership in late December 2003 and grew revenue by more than 40% in one year. Managed sales team’s adoption of Salesforce.com for tracking all customer-related contacts and all stages of the sales process.• Led dramatic changes within the sales organization by streamlining sales management structure and shepherding the team through a significant compensation change in January 2004. • Created a national account sales team in February 2004 to land major deals to be leveraged by the field.• Key member of eight-person executive team setting the vision for continued growth and profitability.

• Built entire strategic markets sales division including hiring and training a 22-person national sales team dedicated to finding new revenue opportunities beyond core vertical market of automotive with mostly service-oriented SMBs. • Set the direction by identifying target markets and SMBs (mortgage, manufactured homes, education, financial services, etc.) for the team to concentrate its sales and prospecting efforts. • In first year of the Strategic Markets team’s existence grew non-auto revenue from $2 million in 2002 to $8 million in 2003 with a six-month ramp to get sales team hired, trained and pipeline created.• Negotiated and closed referral partnership with Integrated Dealer Systems (IDS) to provide us an initial foothold in the RV and Marine industries and an initial introduction to Brunswick Corporation (IDS parent). Program led to presentations and closed deals to Sea Ray, Bass Pro, Tracker Marine and Baja Boats.

• Created and led pro sports licensing division for Cutter & Buck. Built entire department from ground-up including hiring sales force and signing licensing agreements with pro sports leagues.• Led sales growth from zero in FY ‘00 to $1.8 million in first full year (FY ’01) to $3.8 million in FY ’02. Sales more than doubled in second full year while building sales team from three to seven company sales execs for FY ’03.• Negotiated, signed and managed business relationships with the NFL, MLB, NBA, United States Tennis Association, Major League Soccer, Minor League Baseball and Major League Lacrosse.• Coordinated and led five sales meetings as well as hosted a summit for the company’s top pro sports accounts in December 2001. • Secured major sponsors of both NFL and MLB to join co-branded apparel programs leading to over $400,000 in new revenue for FY ’02. Key clients included Kraft Foods, Coca-Cola, John Hancock Financial Services, E*TRADE, Motorola and Anheuser-Busch.

• Created new regional marketing department to reach out to five-state, two-province region to better connect Mariners baseball fans in the outer markets. • Initiated innovative programs including the Mariners Fan Phone, Mariners Fan Trips, the Knothole Gang (kids’ fan club), the Compass Club (fan affinity program) and regional tour of the Mariners Road Show.• Increased regional ticket sales over 40% from 1997-1999. Increased membership in kids club 110% from 1997-1999 while creating the new fan loyalty Compass Club program.• Oversaw all community relations efforts while managing a combined team of seven full-time and 12 seasonal employees. Raised over $200,000 for the team’s 501(c) 3 non-profit foundation – Mariners Care – distributed to worthwhile youth-oriented charities around the Pacific Northwest.• Community relations’ efforts in 1999 were recognized by the KCTS-TV (public television) Good Works Award as the most civic-minded company in the State of Washington.

• Led four person department while guiding all the team’s marketing efforts including managing ad agency relationship, overseeing all advertising, promotions and branding.• Created an integrated marketing campaign surrounding the first-ever playoff appearance by the Mariners in 1995 which included storefront posters, light pole banners, Mariner Moose “sightings” and a championship banner which flew over The Space Needle (negotiated first Needle banner/wrap in landmark’s history).• Managed relationship with team's ad agency which created the very successful 1996 “You Gotta’ Love These Guys” ad campaign which won numerous local and regional advertising awards.

• Managed advertising for a $110M licensed apparel company while overseeing annual ad budget of $4M and directed all publicity efforts for both trade and consumer media.• Orchestrated all national and regional advertising programs -- including retail marketing initiatives with key accounts –while managing Apex’s relationship with its advertising agencies in New York and Philadelphia. • Helped create Apex’s first-ever national advertising campaign with t.v. spot “Road to the Super Bowl” which featured Dallas Cowboys owner Jerry Jones and former head coach Jimmy Johnson. Spot was supported with in-store contesting and fixturing and won several awards in the advertising community for creativity and cinematography. Spot was directed by Hollywood action film director Simon West.• Began with company as part of a three-person promotions team which signed college and NFL coaches to sideline apparel contracts.• Produced company’s print ads and trade show booth designs in-house.

• Upon graduation from the University of Washington, was hired full-time by the Mariners in the team’s media relations department.• Served as the ball club’s official statistician while coordinating media requests for interviews.• Oversaw the team’s speakers bureau as well as assisting in the writing and production of the Mariners’ publications including the team’s yearbook, game program, scorecard and media guide.• Began career with the Seattle Mariners as a ball boy for the team for the 1981 and 1982 seasons and worked for the team through high school and college.