Baton’s mission is to empower small business owners to get paid for their life’s work and make it accessible for anyone to own a small business. We’re building the first true two-sided marketplace for the 32M American small businesses and potential buyers to bring transparency and trust to this antiquated $11 trillion market. To start, we’re unlocking data-driven business valuations for every small business, ultimately becoming the Zillow for small businesses.Baton is backed by Giant Ventures, Bloomberg Beta, and a syndicate of world-class angel investors.

Led the Revenue org, which consisted of Demand Generation, Sales, Account Management and Strategy & Operations. Grew the business even with a (huge) headwind of the COVID pandemic. Managed a global team across Australia, USA, and Europe.

Led sales and growth at Ribbon which encompassed channel partnerships, market expansion, and core market sales and sales operations. The team grew by 5x as we expanded into new markets and channels and scaled revenue by more than 10x. I was focused on the day-to-day management of the team along with setting the strategic direction of new markets and channels to expand into.

I lead a 65+ person team that works on sales and business strategy, customer success (account management, onboarding, customer support, coaching, and revenue delivery) and end-to-end sales operations. I support two distinct business lines, the New Construction marketplace, which works with 1,000+ new home builders, and our Marketing Ad Platforms team, which powers marketing branding ad products across Zillow Group. The New Construction marketplace was the fastest growing marketplace at Zillow Group in 2017 and is slated to repeat that achievement in 2018. Together with the Sales and Product teams, we quickly launched in January 2016, just three months after scoping the opportunity and designing the go-to-market plan. Since that launch, we have scaled revenue nearly 4x, grown headcount over 10x, and have become more deeply integrated within the New Construction industry. I act as the de-facto General Manager for our New Construction business, lead overall business strategy and work closely with our Product org to ensure product solutions balance both consumer and advertiser needs for long-term, scalable success. The sales operations and customer success teams manage all post-sale processes and functions to ensure delivery of five-star service as well as competitive ROI to advertising partners. I also support our Marketing Ad Solutions within Zillow Group and act as the GM for our Display platform, which support the marketing ad products for the majority of our marketplaces (Premier Agent, Brand, Rentals, New Construction, Broker, and Streeteasy). We have engineered a fully native ad platform that drives rich content based on listings and profiles across the network. This platform drives media both on Zillow Group’s family of websites as well as on Facebook and other display ad networks. Recently, we extended this platform offline by reaching Zillow’s targeted audience via direct mail.

Prior to the acquisition by Zillow, I led a 20+ person team at Trulia that was responsible for all post-sales revenue delivery, account management and operations. I also ran our Sales Operations function which included Process and Compliance, Sales Compensation, Strategy and Planning and Analytics. We worked closely with the Sales, Product and Marketing teams to drive high-yield revenue for Trulia and provide support to our FP&A functions around forecasting and revenue targets.

I led a 30 person team that was responsible for ensuring Spotify’s worldwide sales organization delivered results to our advertisers. The team also helped ensure that Sales had the internal structure and support they needed to be successful along with liaising with other internal teams such as Analytics, Product, and Finance. The Global Sales Ops team was comprised of the following sub-teams: Ad Operations, Pricing & Yield, Strategy & Planning, and Advertiser Insights. Our global Ad Ops team was responsible for the successful delivery of tens of thousands of campaigns in over 30 countries while delivering amazing customer service both internally and externally. The Pricing and Yield function was responsible for setting the global rate card and pricing strategies in order to maximize the monetization of Spotify’s ad platform. The Advertiser Insights group was tasked with delivering unique data-driven insights to advertisers to help them understand the value of advertising with Spotify. Finally, the Strategy & Planning team is responsible for setting sales targets, headcount planning and supporting sales leadership in the execution of our global sales strategy.

I lead a team that grows top-line revenue & increases customer engagement by delivering actionable data-driven insights to advertisers. We mine raw Hadoop logfiles using Toku and SQL to uncover insights and deliver recommendations directly to our largest advertisers. Once the insights have proven successful, the team works closely with the Product and Engineering teams to incorporate new functionality into the product so we can support all our advertisers at scale. I personally attend strategic business reviews with our top advertisers and present insights in concert with our Sales and Service teams. Since launching the team we have doubled our network monetization while increasing advertiser performance and our advertisers consistently call our team the most “analytical” and “data-savvy” they work with.

I launched and built Intent Media’s Account Management and Advertising Operations teams. The Advertiser Services team owns account management and support for thousands of advertisers internationally. The team is responsible for managing all advertisers across their lifespan, from account setup to budget renewals, account upsells & optimizations, advertiser retention, and ad operations. The team supports a wide variety of customers — from Fortune 100 advertisers as well as small to medium size businesses.Additionally, I was one of the original hires at Intent Media and have been responsible for the development of our service philosophy, processes, hiring, and quarterly forecasting and goaling. I have seen the company – and team – grow dramatically over the last three years and have built & refined my competencies in delivering high-growth revenue and teams at scale.

I launched a new team that focused on delivering actionable data insights to many of the largest advertisers at Google. The team was built to deliver unique data and bid / expansion opportunities to Google’s largest advertisers. I built a team that worked closely with our Ads Product and Ads Sales teams to understand key drivers of account expansions as well as key pain points for our largest advertisers. We build several custom toolkits for large advertisers which were incorporated into the Opportunities Tab in AdWords in subsequent quarters (Custom Benchmarking, Query Classification, Bid Simulation). The team drove over $200M in incremental revenue in the first year of founding and ultimately the insights and learnings were scaled into AdWords and into the structure of the Advertiser Sales & Account Management teams.

I was in charge of Google’s North American Sales & Operations (NASO) strategy, operations and planning functions. I helped to lead the Annual Business Planning process for all of NASO’s business units. I work with Senior Leadership to set the overall goaling and compensation strategy for the sales teams, and the corresponding grading to drive the sales team’s performance. In addition, I managed Headcount Planning for NASO, including allocation of headcount to the appropriate Industry Segments and Regions, to drive productivity and top-line revenue growth for NASO. In order to serve our customers better and move to a multi-platform advertising sales team, I helped to lead and implement the largest sales re-organization in Google’s short history. The entire process was completed in less than six months time and included re-assigning named accounts, the core sales and service structure, as well as re-alignment of staff. In addition to this project, I drove the integration of Google’s F1000 and Small-to-Medium Business (SMB) Channel together which required the build out of an entire service channel within three months.

I joined Google as the first “channel-dedicated” Operations & Strategy person and started supporting Google’s existing SMB channel. We grew the channel more than double in revenue in a little over one year and grew the GBS Operations team from two people to ten in the same time, and implemented comprehensive business planning, strategic reviews, and several large initiatives. The most complex involved moving the average size of company the sales team called on from under $3M to nearly $50M. This involved the creation of the first-ever Named Account List for the GBS team which led to the marked improvement in the customer profile.The team also revamped the GBS hiring strategy and operations in late 2006, and proceeded to ramp up hiring over 400% over the previous six months. I helped grow Google’s first operational CRM tool internally into a productivity and tracking tool used by sales reps and sales management to improve performance and revenue. These achievements led to the decision in mid-2007 to merge with the larger sales team and use the high-quality sales team and operations capability to help acquire and grow even larger accounts (see above).

I was responsible for running the search advertising and keyword-based advertising operations organization for Leapfrog Online, an online customer acquisition marketing firm with Fortune 500 clients such as Discover Financial Services, Comcast, Time Warner, and Cox Cable. I managed a $20 million search business and deployed an eight-figure media spend on a variety of search engines, contextual, and behavioral targeting media partners.I managed all the Search Engine Marketing (SEM) staff, develop operational plans, managed media budgets, and set strategic initiatives within the search and keyword organization. In short, I managed the media planning, buying, and strategy for Search Advertising in order to acquire new customers for our clients. I worked closely with executives from Google, Yahoo, Ask Jeeves, and MSN, as well as other keyword-based advertising partners such as Quigo, IndustryBrains, and Miva.The Keyword Operations group tripled in staff while I was Director, so I implemented operational processes and controls to accommodate our fast growth. The group continued to grow nearly doubled the total search media spend in the following year. I relocated to New York City for my spouse’s work at end of 2005.

CPC and Search Advertising – I managed USATODAY.com’s Search and Sponsored Link relationships with vendors such as Google, Yahoo/Overture, Kanoodle, Quigo, and IndustryBrains. Responsible for meeting and exceeding budget goals for Cost-Per-Click (CPC) advertising as well as other performance-based revenue deals such as lead-generation. The revenue for this category has grown from zero to seven figures in less than 18 months.Travel Initiatives – I worked to build internal Sponsored Link advertising program within USATODAY.com Travel site. Initially launched a flat-rate CPC marketplace for travel advertisers to reach the highly relevant USA TODAY audience and transitioned to a bidded marketplace that allowed the advertisers to bid for position on the site and drive their own return on investment metrics.I helped to support other business relationships for content syndication and distribution as well as other revenue-share partnerships in Jobs, Autos, Classifieds, etc. The various partnerships have added nearly 3 million in new revenue for USATODAY.com year over year.I was responsible for driving customer analysis and information initiatives such as the collection of demographic information on users, analysis of user behavior, and help to create actionable and definable marketing and sales audience segments.

I managed over one hundred online and back-end technical integration projects. Lead project teams varying in size from 3 to 10 people and see projects throughout their lifecycle: gathering customer & technical requirements, performing cost-benefit analysis, managing project teams and customer expectations, and evaluating project feedback and success metrics at project completion.I managed several employees as direct reports and resource manager for the entire Project Management group. Define internal group processes and organizational development within the larger group of all project managers. In addition, I served as a technical expert and advisor for the entire project management group. Developed the first project management process at the company in the first few months at the company and created the first project prioritization system for the company. Continue to revise and refine the process throughout the life of the company. Acted as a “Process Guru” within the company and continue to help the company mature as an organization and develop processes that will help foster communication, increase revenue, and ultimately grow the business. I developed various project management templates for requirements, cost-benefit analysis, prioritization, and time and resource tracking.Experience with many products, including MS Project 2000, ASP, SQL Server, Windows 2000, InterDev, SSL Encryption, our internal content management system, usage tracking system, and FrontPage 2000 and intranet publishing.

I worked on the team that was responsible for upgrading the National Crime Information Center (NCIC) for the Federal Bureau of Investigation. NCIC 2000 adds fingerprint searching capability and image (mug-shots, etc) capability to the current system. The new system will extend the reach of the current system out to the police patrol car. Police officers will be able to receive related data and mug-shots of wanted individuals in the office and their patrol cars. The system went operational in July 1999.I led Alpha and Beta testing of the currently operational NCIC 2000 system, as well as developing and testing a replacement Fingerprint Matching Subsystem. I have used hardware such as IBM mainframes, VAX servers, Sun SPARC workstations, and Intel-based PCs. Familiar with software ranging from JCL code, VAX-C, C and C++ for the PC, UNIX, and other Windows-based software applications that run on Windows 3.1, 95/98, and Windows NT.

I managed a statewide study of environmental lead hazards as a health services consultant. Hired necessary staff and developed project tools for the client as part of this project. I conducted field-testing of soil, paint, and water for lead contamination at 200 elementary schools across the state. Also analyzed the data and reported the results to the Legislature.I handled technical support and information systems needs at site and helped develop a WWW site for client. Installed applications and configured office network.