I was brought in to refocus the company's platform, aligning it with the needs of higher-value market segments and industry verticals. SalesVu's end-to-end retail and restaurant management capabilities are streamlined and unified with powerful tools, apps, and integrations, enabling multi-location businesses to seamlessly manage all aspects of their operations. By rethinking SalesVu's product development and market alignment approach, I have helped the company provide exceptional value to large clients and achieve significant business growth. As Head of Product, I'm responsible for end-to-end product strategy, alignment, and collaboration with technical, business, operational, sales, and support teams. • Increased ARR in the Arts & Culture segment year-over-year by 700% by defining and leading a focused product strategy to win in target industries• Expanded and integrated a growing network of technology solution partners and improved NPS score by 50% by working directly with enterprise customers and partners to identify, prioritize and address needs and customer experience issues.• Implemented new features and enhanced an integrated mobile app suite for iPads and Android devices for arts and culture organizations, restaurants, gyms, and spas.

I joined Stratfor to transform its business model from consulting-based revenue to SaaS with new B2B and B2C products. Stratfor is a leading provider of geopolitical intelligence, risk analysis, and consulting services in Austin, TX. Ownership transitioned in 2016 from founder to an investment group intending to offer SaaS products to provide online access to global intelligence for B2B and B2C clients. The company was acquired in 02/2020.• Added multiple Fortune 500 clients by launching new B2B products while transitioning the business model to SaaS and executing a complete company rebrand.• Increased B2C E-commerce subscriptions by 70% YOY and improved conversion/retention rates.• Grew B2B accounts by 20%, increasing the average selling price by 50% with high-value features for new categories of users. • Boosted user acquisition in new markets, enhancing user experience and product engagement by leveraging user data.

Spearheaded Dun & Bradstreet’s Data-as-a-Service (DaaS) products–D&B Direct API and Data Exchange serving as core elements of the company’s digital transformation strategy. Provided a strategic vision for growth via a platform business model by monetizing data assets and leveraging the company’s IP. Drove UX strategy and improvements across D&B’s global product line.• Launched the company’s highest-growth product line and drove customer experience improvements for global products as the company’s Customer Experience and Solutions Leader.• Created the first-ever Customer Solution Center to host collaborative design workshops, plan POC implementations, and conduct customer briefings, scaling the business measurably by accelerating sales for new and existing accounts, resolving customer pain points, and touching over 70% of data product bookings.• Achieved major customer wins by implementing design-thinking practices across a 175-year-old company and partner network, a significant shift from the company’s traditional inside-out mindset.• Drove a common UX framework, redesigned the company’s core products, and built a new cross-product search platform• Grew a new API from $0–$27M in total sales within the first 12 months, exceeding all organic product growth records at the company, and expanded the team to 45 developers.• Developed and launched the Data Exchange API, increasing revenue by over 200% without any R&D and marketing investment through platform growth strategy planning, partner onboarding, go-to-market roadmap development, and sales training.

• Provided leadership for all Hoovers products, supporting a 10 point trajectory change of a $120M business, including API, CRM, SaaS, e-Commerce, Mobile, advertising, and subscription products. Responsible for a team of over 150 product, content, design, and development engineers. • Led product strategy and reengineering of Hoovers to a next-generation product with foundational capabilities to support growth. This program was a critical strategic investment to deliver a new-hosted platform; introduce brand new services; migrate a large customer base, and provide the foundation for strategic enhancements and agile delivery.• Launched redesign of D&B Digital (Allbusiness.com) while consolidating D&B digital properties to a new platform and new site designs. The hosted properties received millions of unique visits/month. As a foundational product, the platform provided intrinsic analytics, integration with lead management and CRM infrastructure, content management, and advertising.• Established D&B's very first Innovation Lab, which delivered product innovations, including semantic and mobile technologies. The Lab fostered a spirit of openness, curiosity, and collaboration in the company. The Austin lab was the forerunner of the D&B corporate innovation Lab.• Drove reengineering and stabilization of e-Commerce revenue by migrating to a new platform, introducing new products, and improving usability, navigation, shopping experience, and back office processing. Reengineered and consolidated many legacy D&B products to the new Hoover's platform.• Introduced D&B's first mobile apps: Hoover's Mobile, Near Here, and Hoover's Connect+. Drove D&B's early mobile strategy.

• Developed a new platform for online solution configuration, a new toolset for self-service configuration of data center solutions, and a new solution advisor platform to help customers create their solutions quickly and easily, accelerating the sales cycle• Led the integration of software licensing products and enterprise services into the product configurator. Extended the solution advisor platform to provide customer self-service across all product lines• Championed the adoption of agile across Dell Product and Online organizations. I was the only development leader in the company to employ agile methodologies since the Agile Manifesto was published. Because of this commitment to getting software delivered quickly and reliably the teams I headed were known as "the teams that deliver."• Integrated large software and storage acquisitions into Dell's order management process• Enabled a frictionless online quote-to-cash process for complex configurations

• Led software and systems engineering, delivering 3rd-party software integration for Dell's PowerEdge servers. Products included Microsoft, Novell, SQL Server, and Exchange server software. The team was responsible for vendor roadmap, native device driver management, OS qualification/certification, debugging, and release management on Dell products.• Managed partner relationships with Microsoft, Novell, and others, led quarterly business reviews, and prioritized technical issues• This position was a key strategic role in Dell's Enterprise Product organization.

Led several product test teams, responsible for the test for a full stack of software on new generations of servers.

• Established a comprehensive workflow system to manage the delivery of device drivers and BIOS for Dell products to internal product and system teams, Dell Online, and manufacturing lines. This became the system of record across the company for 12 years with little to no ongoing investment.• Led the first team at Dell to adopt agile shortly after the Agile Manifesto was published. This team remained the only agile development team for many years.• Delivered drivers for new Dell corporate and consumer workstations, desktops, and laptops.• Developed tools to facilitate distribution and update process for these system software components.