Responsibilities* Project level strategy & leadership consulting.* Keynote speaker on "Strategic Pause: Stop. Think. Lead.", my first leadership book.* Career, leadership, and life coaching when I can add value.* Writing my second leadership book. Working title is "Bridging the Leadership Gaps. Starting with Self-Leadership and Building the Anti-Corporation Corporation." To be released in 2025.

Responsibilities* Head of Acxiom's non-regulated Industries (Consumer Brands).* Customer success, strategy, delivery, and growth of Acxiom’s industries serving travel, hospitality, entertainment, auto, media, telco, technology, retail, CPG, and quick serve restaurants (QSR).* Established an operating model that strives to maximize incremental growth and appropriately place transformational bets.Results> Directional progress in turning around the consumer industries. Multi-point growth in 2023 and 2024 for a business that declined 2019 through 2022.> Nearly double-digital growth in 2023 if viewed without two declining divisions.> Launched and chaired the company-wide Client Partner Community in 2024.

Responsibilities* Division President for Acxiom’s largest industry.* Oversee client partnership, delivery, strategy, analytics, and sales for Acxiom's credit card, personal lending, investments, home lending, and fintech clients. * Protect and deepen Acxiom's strong associate-driven culture.* Help drive ongoing innovation and the discovery of the "next big thing" in customer intelligence-driven marketing.Results> In 2021 and 2022, accelerated growth and meaningfully exceeded targets for in-year revenue, bookings, and profitability.> Associate Satisfaction survey results higher than benchmarks for high performing organizations (especially Engagement and Leadership Index; 2021, 2022).> Customer Satisfaction Net Promoter Scores equal to benchmarks for high performing organizations (2021, 2022).

Responsibilities* Finished my leadership book, “Strategic Pause: Stop. Think. Lead.” Launched December 7, 2020.* Strategy, value proposition, pitch, and pricing consulting.* Navigating organizational hierarchy and politics counseling.* Leadership development and career path coaching.Results> "Strategic Pause: Stop. Think. Lead." rose as high a #7 on Amazon in "Business Management." Was #2 in "New Releases" in that category (Dec 2020). 100% 5 Star Customer Ratings.> "Strategic Pause" selected for Brimstone's 2021 "31 Essential Reads on Leadership and Change."

Responsibilities* Led the Financial Services & Insurance vertical consisting of 35 accounts including 7 of the top 10 banks.* Integrated Strategic Management to promote proactive leadership and discourage transactional behavior.* Reinforced and deepened a growth culture including outcome/results-based selling, up-sell/value add within existing services and cross-sell of new services.* Evolved the next generation of vertical and Epsilon leadership.* Complete financial responsibility including maintaining minimum contribution margins and year-over-year net revenue growth.Results> Exceeded vertical financial forecast for 21 consecutive months.> Beat 2017 vertical growth target by 3.5X.> Exceeded margin targets for past 5 years. Vertical margin improved by 5% from 2015 to 2016 and 2016 to 2017.> Earned a 100% Manager Effectiveness Index in 2017 & 2018 Epsilon Associate Survey.> Proactive succession and contingency planning enabled the vertical to survive 50% turnover at the critical GM position 2016-2017.

Responsibilities* Conducted leadership development and mentoring training sessions based on my leadership approach within Epsilon University 2-3 times per year.* A Leadership Coach in Epsilon’s Rotation Program since 2015.* A Mentor in Epsilon’s Executive Development Program (2010-2016).* One of Epsilon’s two 4 Disciplines of Execution (4DX) Head Coaches (2012-2014).* Actively coached my next level Leaders as well as some mid-level Managers on Strategic Management and Leadership with a focus on the development of a personal leadership model since 2007.Results> In 2012, led the Financial Services Portfolio’s 4 Disciplines of Execution (4DX) effort. Reduced quality-related incidents by 55% across 11 accounts, 21 WIG teams, and 200+ Team Members.> In 2012, 20.1% of the large Epsilon BAC team members took on new roles.> Multiple Epsilon BAC Team Leaders have taken on and excelled in leadership roles outside of the BAC account.> Multiple times per year, asked to consult with other account teams in their efforts to achieve stable management and/or business/account growth.Note: Corporate role in parallel with Vertical Leader & General Manager.

Responsibilities* Led Bank of America account (Epsilon’s largest database, analytics, and data client). The Epsilon solution is Bank of America’s enterprise prospect marketing platform.* Determined, anticipated and articulated Bank of America’s present and future needs.* Aligned Epsilon’s solution (people, process, and technology) to satisfy those needs. This includes ongoing operations, strategy, and business development. * General management focus on empowering individuals and teams so that they understood how they impact Bank of America’s business every day.* Complete financial responsibility including maintaining minimum contribution margins and year-over-year net revenue growth.Results> In 2013-14, led the effort that won the largest Database & Analytics RFP in Epsilon’s history and, arguably, in the Marketing Services industry to that date.> In 2008, put account-dedicated Info Security & Compliance team in place. Resulted in a shift to a proactive versus reactive approach which has consistently yielded reduced risk.> From 2007 to 2009, the Bank of America account’s size grew from 3rd to 1st (over twice as large as the company’s 2nd largest database & analytics account).> In 2008, the Bank of America engagement grew 72% in net revenue and 75% in margin.> Promoted to Senior General Manager/SVP from General Manager/VP in June 2015.

Responsibilities* Oversaw the Agency, Travel, Entertainment, and Commercial (ATEC) division.* Focused on empowering frontline managers and their teams. This includes operational, tactical, and strategic goal setting, clear and consistent communication, team and activity alignment, and incentive and recognition.Results> Client advocacy directly related to General Motors work was the principle driver for Equifax earning the Saab and Athena Health relationships in 2005.> Presented “Business Results through Strategic Database Marketing Delivery and Analytics” at the Decision Sciences Institute’s annual conference in November 2004 and to the December 2005 NEDMA dinner meeting.> In the first quarter of 2006, published “The Essentials of Lead Management” and “Four Steps to Quicker Responsiveness” in industry publications.> In 2005, ATEC division net revenue and gross margin grew 12.2% and 15%.

Responsibilities* Built and maintain General Motors' lead management and lease loyalty systems. They enabled GM to treat their consumers and prospects based on their potential value.* Responsible for setting and managing client expectations and perceptions.* Ongoing concern for the effective and efficient deployment (empowerment) of all project resources.Results> e-Channel re-contact program resulted in a dramatic sales lift (between 30 and 40%).> When a significant GM fulfillment vendor (Vispac) failed, adapted system and data to flow through another fulfillment vendor (SPAR) within 1.5 days of notification.> Integrated Saturn Treatment Determination in less than 5 business days.> Led efforts (such as the GMNA Efficiency Lunch program) that reduced the daily production cycle from 12.5 hours to 3.5 hours (76%).> In 2003, revenue and margin grew 34% and 39%.> Promoted from Project Manager in September 2000.

Responsibilities* Functional Manager of five to seven programmers who served the American Express Marketing Services and General Commercial divisions. The group provided services for 29 different clients.* Responsible for the programming group’s workload, professional development, and performance evaluation. * Maintained a role as a Senior Programmer/Analyst for one-third of the time to keep current in the technical/syntactical aspects of programming.Results> Received the Motivator Award for “contagious energy and enthusiasm that is a positive driving force for my team, my customers, and my clients” (07/97). > Developed Epsilon’s Y2K Programmers’ Guide. Rolled out to the company and maintained a consulting role.> Was a regular columnist lending the Programmer’s perspective in Epsilon’s monthly newsletter, TechKnow.> Promoted from Programming Supervisor in April 1996.

Responsibilities* Responsible for the analysis, design, implementation/coding, and testing of projects for the American Express Corporate Purchasing Card account. * Chairperson of the Epsilon Programming Steering Committee that was responsible for setting policy for all of Epsilon’s mainframe programmers (incl. the Solid Programming "Tip of the Week").* Conducted the training of Entry-Level Programmers in C, FORTRAN, JCL, MVS/CMS, and effective and efficient coding methods.Results> Received the 1994 General Manager's Award for being my Division’s MVP. > Made significant enhancements to and maintained the Instrument Panel Application. This application provided valuable Profit and Loss information for Amex’s Service Establishment Sales Force (Sales Force Automation).> Designed and programmed a suite of utilities to convert to and from various file formats (DBF, Flat/Fixed, and Delimited). Utilities were in production for 5+ years.> Promoted from Senior Applications Programmer in January 1995 and from Applications Programmer in June 1994.