Aptos helps enterprise technology companies optimize their strategies and operational capabilities to achieve profitable growth, drive successful digital transformation efforts for themselves and for their customers, and maximize the value creation potential of merger, acquisition, and divestiture activities. Key focal areas: corporate strategy • structured innovation • GTM strategy and execution • partner ecosystem development • digital transformation • M&A and PE pre-deal diligence • M&A and PE post-close value capture

Led the Go-to-Market Strategy (GTMS) function for AWS’ western United States region.Developed and implemented market-facing strategies and programs encompassing the 3 core GTM functions (Marketing, Sales, and Partner Channel) and extending across multiple other market-facing and support functions, as well as external partners (advisory consultancies, SIs, ISVs). Drove regional sales planning, forecasting, and reporting processes. Shaped and accelerated strategic deals.Our efforts helped AWS customers enable and optimize cloud computing capabilities to address critical challenges, capture new opportunities, and achieve tangible business outcomes. Key focal areas:sales strategy • product marketing • GTM strategy and execution • business development • demand generation • solution selling • sales force enablement • sales planning • sales operations • partner ecosystem development • digital transformation • productization • co-innovation with customers • business value architecture

ThingLogix is a provider of Internet of Things (IoT) solutions, solution components, and services.Led the marketing function for ThingLogix, spearheading the effort to pivot the business to a “product-led, platform-enabled, services supported business model. I also provided strategy advisory support as an advisor to the company’s board.Key focal areas:business model redesign • branding • product marketing • content marketing • partner marketing • PR/AR • GTM strategy and execution • solution selling • sales force enablement • product development • co-innovation with customers

Opera Solutions was a global provider of advanced analytics software solutions that address the persistent problem of scaling big data analytics. Led the marketing function for Opera Solutions, helping the company expand its reach into new verticals and use cases, introducing new GTM programs and capabilities, and contributing to 25% YoY revenue growth. Key focal areas:branding • product marketing • content marketing • digital marketing • partner marketing • PR/AR • GTM strategy and execution • demand generation • sales force enablement

Zementis, Inc. provided software solutions for predictive analytics. Led all aspects of marketing, ranging from strategy formulation to daily operations. Software AG acquired Zementis in December 2016.Key focal areas:branding • product marketing • content marketing • digital marketing • partner marketing • PR/AR • GTM strategy and execution • demand generation • solution selling • sales force enablement • partner ecosystem development

Responsible for sales and delivery of consulting engagements for large enterprise clients in the Communications, Media & Technology (CMT) industry segment. Served as executive advisor for Open Innovation Committee within Accenture Technology Labs.Key focal areas:market expansion (marketing, sales, alliances) • strategic growth (product and portfolio, channels, innovation, market entry, M&A)

Responsible for delivering management consulting engagements, leading teams of consultants, and managing client relationships. Primary focus was strategy consulting for both corporate and private equity clients spanning multiple industries.Key focal areas: corporate strategy • channel strategy • product strategy • cost optimization • M&A and PE pre-deal diligence • M&A and PE post-close value capture

Within Deloitte Consulting’s Strategy & Operations group, I straddled the Telecommunications / Media / Technology (TMT) industry practice and the Merger & Acquisition services practice and was responsible for structuring and executing client engagements for large-scale enterprises. Key focal areas: corporate strategy • business model design • market entry/exit • product strategy • product launchstructured innovation • digital transformation • M&A and PE pre-deal diligence • M&A and PE post-close value captureKey focal areas: corporate strategy • business model design • market entry/exit • product strategy • product launchstructured innovation • digital transformation • M&A and PE pre-deal diligence • M&A and PE post-close value capture

Within the Strategy practice of Accenture’s Communications & High Technology (C&HT) operating group, I was responsible for structuring and executing client engagements for large-scale enterprises. Key focal areas: corporate strategy • business model design • market entry/exit • product strategy • product launchoperational excellence • business process optimization • program management • M&A and PE post-close value capture

In the Marketing, Sales, & Service organization, I co-managed financial and operational analysis and reporting for the aftermarket aerospace components business. In the Materials Management organization, I managed financial and operational analysis and reporting for the aerospace division’s strategic sourcing function. Key focal areas:financial planning & analysis • financial reporting • operational excellence (Six Sigma) • procurement spend optimization • strategic initiatives • M&A post-close value capture

As an Analyst in the Investment Banking Division, I performed a wide variety of financial analyses in support of equity and debt raises, capital restructuring transactions, and merger & acquisition transactions.

Responsible for nuclear and conventional artillery systems based in Germany. Held a variety of leadership roles, including Executive Officer, Public Affairs Officer, Maintenance Officer, and Platoon Leader. Led teams and organizations ranging in size from 20 to 100 soldiers.