We help companies develop their go-to-market plans based on understanding their customers' needs and company/product positioning, then work with them to execute those plans. Unlike agencies, we work as an extension of our client's existing marketing team by filling in with knowledge and skills they do not have with their in-house marketing staff. Our services often include:• Positioning research and development via customer interviews and identifying job-to-be-done• Market/customer/competitor research, analysis, messaging, personas, buyer journey• Marketing strategy• Go-to-market planning and then building the tactical pieces to run the program• Setting up and running Account-Based Marketing, Demand Generation and Lead Generation programs• Specifications and buildout of sales and marketing technology stacks

Originally started as a husband and wife passion project, we have grown AntojandoAndo.com to be one of the largest websites for Colombian cooking with over 500,000 unique visitors per month and over 100,000 followers.

Product management and go-to-market consulting work. Clients have included:• Neustar: Product portfolio strategy and rationalization• Strategyn: Go-To-Market strategy and execution plans for company and clients• True Influence: Product strategy assessment• AllBusiness.com: Product strategy shift and execution after company was taken private• DigitalGlobe: Product strategy and management• Primedia (a KKR company): Product strategy, new product execution and acquisition of Automotive.com

I was hired to build a professional marketing organization for a company that had historically focused on direct sales with little-to-no marketing support. To do this, I developed a go-to-market strategy that revolved around target audience development, creating clear and concise messaging and brand, then brought to market through account-based marketing, demand generation, content marketing and a newly designed website.In order to execute on the strategy and keep a large sales team fed with accounts to work, we built a marketing technology stack from scratch, with predictive analytics (Mintigo), account-based advertising (Terminus), account-based scoring (Engagio), marketing automation (Pardot) and salesforce automation (Salesforce) in two quarters.

The platform division at DigitalGlobe was formed to create and develop a new platform business model from the data that is extracted from DigitalGlobe's satellite imagery content, which had been the company's principal business since its founding.Since the group and business model were new, I developed the marketing strategy which revolved around finding and identifying our target audience, deeply understanding their needs and building our positioning and messaging around that. My go-to-market channels included driving interest through SEM, SEO and social media marketing, producing live meet-ups which attracted hundreds of target customers in various cities across the US, marketing a free API which 14,000 developers signed up for in the first year, and new developer websites designed specifically to address the needs of the target audienceTo help communicate the value of what was a somewhat abstract concept (how to turn geospatial big data into insight), I also worked closely with a third party agency to develop online applications that illustrated how the data could be leveraged for insight.

I was contracted with Avention to rebuild their corporate website and to manage the majority of their multi-million dollar lead generation marketing programs.The redesign of the corporate website was executed with a multi-phase rollout. In the first phase I built and launched an interim corporate website to replace an older system that had grown unwieldy. In the second phase, I oversaw a major redesign and re-platforming utilizing a 3rd party design agency.For new customer acquisition, I managed a large dollar (~$200K/mo) SEM campaign. In order to understand which SEM programs delivered the most value to the business, I developed robust data models which we used for testing and optimization of the campaign. These methods reduced our cost per lead by more than half.To further improve marketing yields I lead the effort to build new landing pages, ads, and campaigns to align more closely to the customer base, led the migration to new marketing automation systems, and opened up new response channels with online chat and phone.I also managed a team of outsourced technical and marketing contractors for the business.

After D&B sold AllBusiness to a private investor, I was retained by the new owner to serve in a general management and advisory role. In this role, I restaffed the business, migrated internal and external systems to cloud-based services and pivoted the business to a new business model.I managed the migration out of D&B environments, including the website to Amazon Web Services and the internal back-office business systems to a number of cloud-based services.The business needed a new direction and so I developed several new strategies and worked with the new owner to select which ones to pursue. Based on that effort I successfully pivoted the business from editorial-generated to user-generated content by building a new website designed to attract and publish user-generated content.

I was contracted by True Influence to evaluate the efficacy of a new product initiative for the InsightBASE product. Using a strict Lean Startup methodology I was able to learn and then communicate to the executive team how the envisioned product fit into the marketplace and what strategies were needed to pursue in order to build a product that would solve specific customer needs.

I was given the mandate to create and manage a digital platform and team designed to service the wide array of business outcomes needed from our digital assets: advertising/sponsorships, lead generation, e-commerce, digital marketing, testing, and optimization. In this role, I managed the digital product development group, which included employees and contractors in engineering, production, product management, metrics/analytics, and editorial. I pivoted team to drive greater value to the company by migrating all the D&B websites to our technology platform and in the process evolved from focusing solely on AllBusiness.com to an internal agency that built, maintained and partnered with product and marketing teams across the company to drive quarterly business target. I developed comprehensive web-based business and product strategies and then executed on them. This included business modeling, detailed product specifications, results tracking and analysis for the company’s public-facing websites, including: DNB.com, Hoovers.com and AllBusiness.com.I led development of end-to-end tracking systems to test-and-optimize digital marketing and SEM efforts. This included building A/B and multivariate testing systems and integrating our Web front-end system with back-office systems for e-commerce, billing, lead routing, and CRM. The end result was a reduction in lead generation spend from >$800K/month to less than $400K per month, all while increasing lead flow and decreasing cost/lead.I specified and oversaw the building of a website development platform that was designed at its core to be highly agile, componentized, be the backbone of a metrics-based business, have the ability to do A/B and multivariate testing at its core and provide for optimized resource allocation through multiple levels of development and production.

I was hired to develop the online strategy and tactics for the automotive publications division of the KKR-funded company. I created a multi-phase plan based on extensive business modeling, then got the plan approved by senior management and the board of directors.Led effort with content and engineering teams to implement and then complete the first phase of the plan, which delivered an immediate lift of 30% in page views and over 40% in lead revenue.The company then decided to evaluate buy vs. build options for future development phases and when the decision was made to acquire a company, I shifted focus to M&A, working with the Primedia and KKR (principal investors in Primedia) teams on extensive modeling and due diligence of potential acquisition targets.The result of the analysis and modeling was that Primedia decided to purchase Automotive.com for $70 million, the largest acquisition it had made in over 4 years.

At Macromedia, I was charged with building the company's first SaaS software platform and the Flash platform marketing strategy. I managed programs for closer customer interface and developer relations, driving various content initiatives, both on and off-line and special projects related to strategic marketing initiatives. The execution of this strategy led to Flash video becoming the leading video player on the Internet at that time.I also built one of the first software as a service (SaaS) products in the software industry: Macromedia DevNet. The system combined an electronic back-end fulfillment system, quarterly content and incremental product software releases.

I oversaw web site operations, including editorial, production and design, with engineering reporting in a dotted line. For the first 9 months, prior to the hiring of a CEO, my general management responsibilities also included oversight of sales, marketing and engineering.At DevX, I was the primary driver of strategies that moved the company away from a history of print publishing techniques and sensibilities to internet publishing, focusing on shifting to more granular, internet-friendly content and resources. I also drove the strategic vision and specifications for the re-engineering of the site which resulted in higher customer and advertiser satisfaction, better monetization and much higher visitor traffic.

General management of the Builder Division at CNET included the popular web site Builder.com as well as the conference series Builder.com Live. As the general manager of this group, I was responsible for the technical specifications and development for the site; managing the production and editorial staff; overseeing all aspects of conference management including sales, marketing, operations and content; actively working with sales to identify, pitch and close customers, and the P&L for the division.While running the division, builder.com won coveted Computer Press Association awards for feature articles in 1997 and 1998.At the time, builder.com rose to be the largest online resource for website developers on the Internet.

I was responsible for strategic planning, management and oversight of the second-largest trade show unit in the company, Seybold Seminars, which attracted hundreds of exhibitors and thousands of attendees each year. The position included full P&L responsibility of a business unit that included magazine publishing, conferences, trade shows and consulting.While in the position I developed and launched key new products that became the fastest growing at the company, including educational offerings and international expansion.