Delighted to be leading a talented cross-functional team of engineers, product leaders and business developers to enable frictionless Amazon shopping at and within the point of inspiration --in social media, gaming, shoppable video and other immersive experiences.

I drove organizational focus on strategy, improve scaling mechanisms and lead priority initiatives for a 7k+ employee division, one of two that account for all of Amazon’s US hardlines sales. In addition to managing 12 Amazon categories (e.g. Electronics), our division also supports the breadth of Amazon’s North American Stores in specific areas including Deals, B2B and investments that improve customer and seller experience in Amazon stores worldwide. Our teams are primarily based in Seattle, WA, Denver, CO, Arlington, VA and Chennai, IN. Tasked with a broad and mostly self-directed mandate, I focused on improving communication across teams in the US and India, accelerating speed of decision-making and ensuring focus on North Star objectives. ✪ BUSINESS IMPACT: I championed high-priority projects that test new customer experiences on Amazon.com, requiring coordination across various Amazon divisions and work streams and the ability to influence senior leadership. I also led the 5 ½ month annual strategy-setting exercise for my division, aligning 2024 operating plans across 15 teams.

As the first single-threaded leader for Apple US hardware sales at Amazon in the US, my team and I managed all first-party sales of Apple devices, a multibillion-dollar product assortment. In addition to managing the US P/L and leading vendor negotiations, instock and retail marketing, I collaborated closely with advertising and technology teams on the Apple CX on Amazon worldwide. ✪ BUSINESS IMPACT: Working closely with our Apple counterparts, we restored US sales to double-digit growth and met other key strategic objectives for an important Amazon relationship. In my global role I worked with Apple and Amazon stakeholders to expand Amazon sales of Apple products internationally (now in 20 countries), set the strategy for annual global top-to-top leadership meetings, and drove alignment on key Apple-Amazon retail sales initiatives across worldwide teams.

As Category Leader of Amazon Newsstand (in the Kindle Division), I had end-to-end responsibility for a $150M P/L which included sales, content delivery and reading experience on all Amazon platforms –retail web, Kindle devices and mobile apps. I led a talented global team (55 direct, 41 indirect reports) across vendor management, product, program, operations, marketing and business intelligence functions, with offices in Seattle, New York, Luxembourg and Chennai. We were supported by 40 dedicated engineers to set our technology strategy and accomplish key business objectives.✪ BUSINESS IMPACT: In addition to our business results where we grew both top line and operating margin, I am especially proud of our product successes. We innovated content discovery, reading experience and publisher monetization by integrating magazine subscriptions into Kindle Unlimited, Amazon’s book membership program, and made step-change improvements to the digital magazine reading experience on mobile phones. We also launched digital short form content and leveraged print-on-demand technology to launch single issue sales.

Having taught sailing at the Center for Wooden Boats, I came to appreciate its mission, unique culture and talented staff, and joined the Board to get more involved. I am Chair of the Strategy Committee, among other responsibilities. ✪ BUSINESS IMPACT: As Chair of the Strategy committee I led the Board and staff through an evaluation of our current 5-year Strategic Plan, and then worked with the Executive Director to develop goals to sharpen the organization’s mid-term focus. We are now embarking on developing a new Plan, and the first phase of that work is already helping guide decisions for 2024. Lastly, with the help of a consultant I helped develop a blueprint to expand and diversify the Board of Trustees which we are implementing this year.

As Chief Digital Officer I worked in partnership with the CEO, senior management and the Taunton Board to develop a strategy that would accelerate digital growth at this content publisher in the hobbyist and building trades. I also led the company's operating unit (Taunton Interactive) comprised of the company’s direct marketing, digital advertising, product, technology and audience development teams.✪ BUSINESS IMPACT: We tripled the prior year’s digital advertising revenue growth rates across the full Taunton portfolio through audience growth (via SEO improvements and social media strategies) and the strategic deployment of inventory for digital sales. To revamp Taunton’s digital strategy, I led a cross-functional planning process to gain alignment at all levels on digital vision, goals and tactics for each franchise. Organizationally we established an office in NYC to gain access to a new pool of talent, assembled a transformational digital team and implemented performance-based compensation. I also helped source and recruit two non-family members to the Taunton Board of Directors.

Hired by the Founder and CEO to upgrade sales capability and accelerate sales among media company targets. Demonstrated agility and success in resource-limited start-up environment. Presented sales initiative and progress to Board every 6 weeks. ✪ BUSINESS IMPACT: I initiated a category-centric sales strategy executed via targeted outreach and customized pitch decks for varied client sectors, significantly improving prospect engagement. To implement this approach, I hired 2 apprentice salespeople and an inside sales team dedicated to lead generation. At the same time I increased prospect conversion and new business sales by overhauling our deal structures and pricing to better meet the needs of clients with diverse product needs and business models.

As the leader of two multimedia franchises (digital, print and TV), I had responsibility for a $65M P/L and led strategy, product development, consumer marketing and advertising sales, in close partnership with content teams. I was promoted to this role after being handpicked by the COO for an intrapreneurial venture to conceive and successfully launch a new health website aimed at capturing pharmaceutical advertising revenue as it transitioned to online media. This appointment was the pinnacle of my 13-year journey at Time Inc., marked by 5 promotions, reflecting a trajectory of personal growth as a leader and the good fortune to work with really talented teams that delivered consistently strong business results. ✪ BUSINESS IMPACT: As general manager I spearheaded the launch of a new patient-focused health website in just 11 months. I then negotiated a joint venture with tech startup Righthealth.com, scaling the combined entity to a top 10 health vertical and driving a 217% 3-year advertising revenue CAGR. In my role as President of the two franchises we increased the combined revenues of Health Media Ventures and This Old House by 15% and profits by 326% through unified content and business strategies, repositioning and relaunching print magazines and books, and introducing Time Inc.’s first advertiser-funded mobile app. Lastly, I am especially proud of the work we did to revitalize the This Old House TV franchise; we boosted TV underwriters, renegotiated TV talent contracts and enhanced programming which broadened audience appeal and enabled the first new series spin-off in 6 years.

Promoted from Consumer Marketing Director to Vice President and then Group Vice President, I led brand strategy, subscription marketing, retail strategy, financial planning and consumer research for a diverse range of Time Inc. titles over the course of 6 years, including the powerhouse People Weekly, two People spin-offs (Teen People and People en Espanol), and women’s lifestyle titles including Instyle and Real Simple, among others. ✪ BUSINESS IMPACT: At People Weekly my team and I grew revenue and improved profitability by building a sophisticated direct-sold subscription sales capability, at the same time protecting our position at retail. For People and other titles we adapted CPG approaches to product research and executed innovative retail partnerships that grew readership, improved engagement, and increased sales.