Responsible for developing B2B and D2C ecommerce partnerships between Levanta and Amazon service providers with the goal of helping agencies and brands tap into additional affiliate revenue streams.

Responsible for developing a multi-million, self-prospected pipeline of strategic brand launches within Amazon’s 3P Hardlines Business by, 1) developing referral relationships with internal teams and external Amazon-support agencies, 2) working with partner category teams to identify and target strategic cohorts and 3) leveraging 3rd party tools and services to identify new industry opportunities. Not only do I prospect, schedule, run meetings, launch and manage the accounts for 1 full year, but I also act as the Salesforce SME across our broader org of 70+ people where I support new-hire SF onboarding, I run SF Office Hours and I manage any SF related initiatives that impact the Hardlines Team i.e., rollouts of process changes or new tools/programs. KEY ACHIEVEMENTS:• 2022 Award Winner – Most Innovative: I helped deliver ~300 brand launches across the Hardlines Team by identifying an untapped cohort of potential Sellers who had strong intent signals • 2022 Award Winner – Most Launches: I personally delivered 76 brand launches in 2022, 2nd place on my team was 63• Project Lead on High Velocity Sales Rollout: I introduced a new tool to 6 North American teams where I helped run pilots, measure results, communicate findings, organize rollouts, and manage feedback

Responsible for managing Halo’s VoC Program by scaling program capabilities through automation, establishing stakeholder relationships and engagement processes, and providing customer-driven insights to Product, Engineering and Marketing teams to help make better customer-driven product and prioritization decisions. Customer ratings and reviews were aggregated through several sources including dashboards, SQL queries and 3rd party tools where, once captured and catalogued in a master Excel workbook, I applied a custom tagging structure to annotate the sentence-level verbatims. The annotated data trends, along with star rating trends, were surfaced in Weekly Business Reviews, Critical Project Reviews and Monthly Engagement Reviews where I worked directly with Team Leads on which quantitative and qualitative insights to surface.KEY ACHIEVEMENTS:• Reduced the existing feedback tagging structure to decrease overhead: Partnering with the Product Management team, I was able to reduce overall VoC tag overhead by 26% (from 130 to 100) which had a two-fold benefit, 1) reducing tag overhead made each tag more proportionally representative and reduced outliers, thus leading to stronger overall insights, and 2) reducing tag overhead meant a reduction in inputs for automation model training, thus accelerating automation timelines and reducing the count of permutations to manage• Created early issue detection/escalation mechanism: The VoC tagging structure was developed to help classify customer feedback, however there were key issues and themes that were not able to be annotated by the established tagging structure because capturing all edge cases didn’t make sense. As a result, I developed an ‘early detection’ tracker where new themes would be monitored for escalation, and once the escalation threshold which I defined was met, I would alert Product/Engineering/Marketing through a formalized process I established

Hired to 1) improve Fjuri’s Marketing Operations Business Unit, with a focus on creating scaled processes and solutions and 2) provide marketing operations expertise to existing clients, specifically supporting Verizon’s request to build a Marketo/Salesforce Demand Center that would integrate their Marketing & Sales orgs across systems and platforms. KEY ACHIEVEMENTS:• Developed Verizon Marketing Operating Model: Established end-to-end processes within and across Marketing and Sales orgs - internally within orgs, I developed the ROB, process mappings, KPI definitions and shared documentation - across orgs, I developed shared term definitions and clearly articulated intersection handoff points from M  S• Established First-Touch & Last-Touch Criteria for Verizon: Attribution is critical in Marketing/Sales orgs and partnering with stakeholders on both sides of the aisle, I created 12 FT/LT fields that would provide marketing attribution to marketing teams for first-touches and sales attribution to sales teams for last-touches • Introduced Prioritization Model at Fjuri: As a start-up in growth mode, Fjuri’s ability to manage competing priorities and capacity plan was a constant challenge; building on my expertise from Microsoft, I introduced a lightweight prioritization rubric based on business impact, level of effort, dependencies…to better prioritize client/business needs

Managed digital marketing programs and product marketing backlogs for both Azure and Office365 product lines with the goal of driving success metrics around customer onboarding, trial conversion, cross-sell/upsell and retention through outbound email or in-product marketing. Partnering closely with GTM, Product Marketers, Relationship Managers and my program teams, I defined the product’s digital marketing strategy and backlog where I captured and translated business requests into technical requirements. I then organized resources through roadmap and milestone planning. I defined the day-to-day responsibilities of 10+ resources and was responsible for daily prioritization, escalation and issue management. KEY ACHIEVEMENTS:• Developed Gen1 Marketing Operations Operating Model: Defined the RoB, processes, checkpoints and tooling for 19 global marketing programs which helped establish a consistent, predictable and reliable monthly operating model complete with dedicated forums, prioritization frameworks and the introduction of program roadmaps• Winner of Microsoft’s ‘Monthly POD Award’ 2x: Award #1 - Created a completely custom cart-abandonment solution to re-engage Office Enterprise customers who dropped out of our 4-step purchase flow; Award #2 - developed a broad-impact initiative to systematically fix 26 poorly built marketing campaigns across 5 programs• Certified Microsoft Teams Expert: Helped onboard over 60 people within Microsoft’s Marketing Business Unit to the ‘new’ Microsoft Teams tool by discovering internal certification program, completing, and developing support materials based on the certification program which I used to train and onboard others, on-going

Worked with Microsoft’s Global Marketing Organization (GMO) to create pre-sales email marketing campaigns using both Marketo and Salesforce platforms. As the data/tooling subject matter expert, I provided technical guidance to Microsoft stakeholders on platform capabilities, data availability and on recommended build configurations.KEY ACHIEVEMENT:• Achieved 0% error rate for 30 days: A key quality metric for engineers at Centric was our ‘human error’ metric that denoted whether a campaign error was human error or not, and while our goal is 10%, I achieved a 0% rating for the month of March, 2016

Supported Microsoft’s Global Marketing Organization (GMO) by managing the Partner Relationship Marketing Program owned by the Worldwide Partner Group (WPG) where I assisted in driving the development and production of digital marketing campaigns targeted at Microsoft’s partner ecosystem. I acted as the primary driver for delivery timelines, scheduling, and stakeholder management/engagement.

Identified Sellers who represented the greatest opportunity to reduce DPMO (defects per million opportunities) through outbound Seller coaching. I worked with the Fulfillment Center Network to analyze raw defect data across shipping categories to ‘build a case’ against problematic Sellers. Once my case was built, I made outreach to Seller Operations personnel to review issues and implement changes. Once outreach was made, I placed these Sellers into a 1, 2, 3 strike watchdog program to monitor compliance and determine if defect rates were improving as a result of outbound coaching. KEY ACHIEVEMENT:• Over 10 months, contacted Sellers saw 20% reduction in overall defects: During my tenure, on average, I observed a 20% reduction in problematic defect areas for each Seller in which outreach was made