Improved customer experience through relationship and event-triggered surveys that tracked key metrics (NPS, C-Sat, CES, repurchase likelihood) by touchpoint, channel and reporting perspective. Helped identify performance gaps, probe root causes, prioritize actions, and gauge the effect of changes on KPI’s.

Strategic advisor responsible for spurring growth and innovation through hypothesis-driven research and analytics that explored unmet needs, calibrated demand, vetted solution concepts, improved customer experience, and distilled multi-source data into compelling stories and points of view – tied to business imperatives. SAMPLE ACCOMPLISHMENTS:Shaped situation assessments and growth strategies through cross-functional effort to gauge baseline consumption, forecast 3-5 year demand (in real and nominal $), track spending dynamics, and trace sources of change by industry, category, and sales channel.Helped simplify GP-Pro brand portfolio, develop a cohesive architecture, renew value propositions, and make the business case for change by leading tracking research on brand perceptions, conversion funnel metrics, attitudes and usage, value drivers, and buyer personas that differentiated requirements by use occasion.Enhanced experience design and content marketing by mapping customer journeys, key touch points (online, offline), and needs/frustrations by purchase scenario.Enriched analytics with qualitative research (ethnographies, IDIs, empathy maps) to better connect with customers, explore latent needs, probe the “why” behind buying behaviors, identify opportunities, and help generate solution ideas.Designed choice experiments to test price elasticity or willingness-to-pay for new patient room concepts, simulate the product mix that would maximize GP revenue, and gauge the marginal impact of new offerings on preference share.

Managed test-and-learn engagements (roadmaps) with cross-functional teams to fuel strategy, innovation, and performance assessment.SAMPLE ACCOMPLISHMENTS:Conducted concept, product, and pricing research with distributors, buyers and consumers that drove $10M investment in a new hot cup technology. Distilled findings from sight-and-handling and concept tests into integrated perspective.Mined primary research, tracking studies, SME interviews, and syndicated distributor-panel-POS data (Precision, IRI, Nielsen) etc. to spot industry trends, estimate whitespace potential, benchmark competitors, and form holistic views of vertical markets.Reported quarterly market share trends (w/ commentary) to senior leaders and GP-Pro Board, pooling AF&PA and GP shipment data to estimate dashboard metrics for commercial towel, tissue, and napkins by category and format. Assessed variances and reasons for change.

Led global research and analytics initiatives for $38 billion GE Energy business. Integrated perspectives to learn how customers make decisions (who, what, when, where, why, how they buy), what drives trial and repeat purchase, and how changes in customer behaviors affect business economics -- tuning rigor to business value. Partnered with commercial teams to grow product marketing and launch capabilities, provide actionable market intelligence, and infuse deep customer/competitor insights in product and market development activities. Worked with clients to define knowledge gaps and execute learning plans tailored to their needs.SAMPLE ACCOMPLISHMENTS:Identified $1.5B in whitespace opportunities for Oil and Gas Services, assessing segment size/potential, profit pools, and ability to compete in core markets and adjacent spaces.Shaped product definition and concept development for a $120M gas engine platform (J920) -- prioritizing requirements by application and use environment pre to post sale. Facilitated QFD to translate needs into design specs and evaluate solution concepts.Segmented gas turbine customers on differences in total plant needs, performance gaps, and profit models -- targeting 34% of plants and 61% of GE spending potential. Mapped offerings to buying criteria, messages to pain points, channels to use patterns, and prices to differential value.Championed customer advisory boards, online communities, and innovation teams that identified mission-critical problems, informed business cases (NPI investments), specified use scenarios, co-designed solutions, and gauged customer economic value or willingness-to-pay.Drove value communications and pricing for GE Wattstation chargers by modeling their economic value (vs. best alternatives) in emerging electric vehicle markets. Result: 10% more price and 4x more contribution margin. Work cited as Marketing Gold Standard.

Provided research and analytics consulting to retail, CPG and financial service clients, leveraging customer/market insights to improve customer value and return on marketing. Led staff of 5 with four workstreams -- custom research, predictive modeling, compaign management, and performance assessment. Responsible for vision, planning, budgeting, staffing, mentoring, and performance management. Sample clients: Estee Lauder, AOL, AARP, T Rowe Price.

Managed worldwide loyalty analysis and reporting, blending attitudinal/behavioral views to improve brand health and the acquisition, retention, and wallet share of target customers. Leveraged marketplace and transaction surveys to track NPS by touchpoint, identify pervasive issues, probe root causes, prioritize action steps, and gauge the marginal effect of changes on metrics (KPI’s.

Provided analytic consulting (segmentation, targeting, test design, evaluation) to internal accounts -- mining big data, selling the value, and increasing analytic investment by 40%.Drafted vision and roadmap for customer asset management, outlining success requirements, knowledge-capability gaps, improvement opportunities and the path forward. Wrote proposal and business case that became cornerstone of Market Intelligence business plan.Gauged the historic profitability and lifetime value of midmarket customers, probing lifecycle economics and aligning sales-marketing resources with expected returns. Top accounts ranked by LTV were 80-90% more profitable than those ranked by prior methods. Developed whitespace, best-customer-look-alike, and direct channel propensity models (Linux, UNIX, storage, Websphere, ITS) for account growth and acquisition campaigns, yielding 10-15% gains (close rates, cycle time, $/sale) over prior efforts.