As the head of the Business Intelligence team, I manage a handful of analysts, system administrators, and contractors to ensure the smooth operation and development of our Salesforce instance as well as our Tableau-powered Business Intelligence engine. Our focus is on automating, scaling, and attempting to push the organization to adopt changes that allow us to make use of more state-of-the-art, cutting-edge technologies to make more effective decisions more quickly.

Following Wiley's acquisition of Knewton, I joined the Wiley team to help incorporate Knewton and its systems into Wiley's much larger, storied organization. This meant continuing to support the Knewton organization as I had--through Salesforce administration, Looker development and visualization, and various other data-related tasks--while also forging new connections to Wiley's existing Salesforce instance and working with a sharp team to determine how we can get the best features of both companies' Sales processes to lead us into a future where Knewton's alta platform powers greater learning for more students than ever!

As a member of our Data Insights team, I worked across the organization to help answer questions about our business. I wore many hats: I was the principal Salesforce Administrator, an advanced Looker developer, the main point of contact for our sales management's many, varied, and changing needs. I was responsible for driving CRM excellence, building and delivering actionable reporting, and opening up new business insights for the organization.

As part of Sales Operations, I lead our analysis and outreach efforts with our more than 400 sales, implementation, and products & markets team members, which meant being responsible for helping this army of professionals grow the business (hundreds of millions in revenue in a changing market). I actively used entrenched and emerging tools (such as Salesforce.com and Tableau, respectively) to redefine the standard of quality and depth that we can bring to our teams' business intelligence. During my tenure with the team, we revolutionized the quality of our sales operations reporting in terms of currency, reliability, and actionability.Data that used to be monthly or ad hoc were now weekly, daily, or on-demand.Processes that used to be prone to failure or variability were revised or replaced to make them stable.Reports that used to be difficult to understand or use were reimagined with a focus on user experience above all else.New and evolving needs from the organization also drove the creation of all new data pipelines and reports to support improved transparency and insight into our business.

I spent five years in sales, covering a variety of territories (typically responsible for supporting/growing $3M+ in annual revenue). This involved calling on and supporting thousands of instructors across hundreds of colleges and universities. Key skills included creating, developing, and nurturing relationships with professors from across the country. Selling involved pinpointing unmet needs in the classroom and offering consultative solutions on an individual basis. Success required driving sales growth through consultative, relationship selling and a highly analytical approach to a massive sales territory.

I worked as an intern for the Biology and Life Sciences editorial teams, preparing art manuscripts, working with authors, subject matter experts, and professors to prepare and revise textbooks and new learning technologies.