Though Cradlepoint was purchased by Ericsson in November 2020, it acted as an independent subsidiary through September 2024, when our name was updated to Enterprise Wireless Solutions.

I keep the brand top of mind for partners, customers, current employees and potential new hires. Conversations with these stakeholders touch every aspect of my day, whether I'm listening in, engaging with, or sparking anew. I manage multiple channels, and collaborate with field marketing to scale our presence globally. I also lead employee advocacy efforts, I partner with our DEIB, talent acquisition, and employer branding teams to bring their stories to life. My nose is always in the data, reviewing efforts and iterating toward optimization. I also developed a companywide policy and framed out social's contribution to the crisis communication plan. In 2021, I grew clicks to website 37% year over year, while increasing engagements 34% and new followers 48%. I launched in a new geo and on a new platform, earned an elusive blue check, and started activating our on-site sales teams to support events via their personal profiles. I onboarded 3 new tools, benchmarked data, and pivoted the strategy once I gleaned from the analytics which platforms were driving lower-funnel conversations. I embrace tagging outbound posts to show in detail what's working so I can do more of it. On the employee advocacy side, I increased the content shared into the tool by 131%, doubled the number of users in the tool and grew how many stayed active on a monthly basis. Our marketing goal conversion rate was 4x that of organic social, showing the value of the tool. 2021 included more complex campaigns, including activations at MWC and a brand refresh. I expanded the resources to better empower global teams. I also started coaching executives on how to share their thought leadership. I presented a breakout at our SKO to support a 500+ sales team and integrated our EA tool into SFDC.2023 to date has seen deeper collaborations with Ericsson colleagues as we returned to Barcelona, doubling down on videos, another breakout session at our partner summit, and taking over 2 Ericsson channels.

While many clients need the extra set of hands, others are eager to learn how to manage on their own, so I served as mentor, teacher and coach. Clients include Brocade, PayPal and Citrix. One client said, "We were rudderless and you put us on track." For national clients, I take the lead on redesigning presence, in look/tone/feel, as well as content structure. I share best practices and keep up with the ever-changing platforms. I write, create graphics, and publish content per a schedule that optimizes business goals. I LOVE data and my dashboards map to overall business goals so you can quickly see the analytics behind how social is contributing. Global organizations often ask for that mentor component, processes to align marketing teams, protocols on collaborating with other departments and across geographies, RFP help to onboard enterprise-level tools, support to launch new initiatives (e.g. employee advocacy) and guidance to hire new team members. A passionate growth area is around social care and I've been working with traditional customer service departments to embrace social feedback as free market research, and an opportunity to win over a customer in a public forum, as well as any potential customers who may be reading those same profiles.A small chunk of my consultancy is reframing executives’ profiles on LinkedIn and have been invited to speak about how to do it well to professional organizations.While I earned my start in B2B, I work equally well with B2C brands. And though tech is heavily represented in client list (Brocade, PayPal, Intuit, Citrix Startup Accelerator, BayWa r.e., Enphase Energy, Skydog (acquired by Comcast), Vormetric), there’s also wellness (Project Juice, Nebraska Cultures, The Cipra Method), consultancies (Kinetic Search, Pluot, Corporate Path Leadership) nonprofits (OSC2, BAWSI), business services (The FruitGuys), communities (Sugar & Sports) and a preschool (Fountainhead Montessori).

I dove into interesting topics and turned that research into informative content that engaged QuickBooks' customer base, because it’s topical, authoritative, unique, objective, share-worthy, and most of all, useful. It's content that not only provided real value to small business owners but also fulfilled a critical role for the company, as content marketing is a powerful strategy for building and engaging an audience of future customers. Creating and distributing content that has high SEO value is essential in today's competitive landscape.Linked below are four campaigns I project managed for both the core accounting product (Quickbooks Online) and a mid-market product (Quickbooks Advanced) that was a key focus for growing revenue for within Intuit's small business group.Placement by EM Marketing.

Loved moving in-house to see how PR integrated into the entire marketing machine, though I was a lone PR wolf on a 15-person team. I reported to the CEO during a few leadership gaps, and though challenges were ever present without CMO stability, our group worked really well together. I continue to keep in contact with many colleagues.A window quickly opened to take over social media. I raised my hand and was soon managing strategy for both the company and the CEO. I grew Twitter followers 35% year-over-year and Facebook 25%. As our social presence became a customer support channel, we responded, creating protocols with ops team to collaborate and resolve these very public, many times emotional, complaints. We resolved dozens of customer issues and even transformed frustrated customers into advocates post support, which led to collaborating with Business Intelligence team to create weekly analytics report to help educate the c-suite.There's more! Through social listening, I contributed 25 leads that resulted in 12 opportunities and 2 wins, for almost $100,000 in 2012 revenue. That led to a social selling program where I trained our entire CA-based sales team (50+). I also earned a headcount to create a social “team”.That was just my side gig! On the public relations side, I ghost wrote for our CEO’s monthly online columns in FORBES and Entrepreneur magazines and secured coverage in outlets such as WSJ, FORTUNE, Financial Times, USA Today, CNBC and the front page of the San Jose Mercury News. I implemented an analyst relations program and managed our vendor relationships, reducing costs by 51% in first full year. We launched a new brand identity for the company. I redesigned our website's press room, and served as editor of its blog, recruiting SMEs for weekly contributions. Here too, I raised my hand to grow the community relations program and worked with HR to publicize our marketing ‘wins’, so other departments could learn how to leverage our efforts.

My time at this agency holds a special place in my career heart. The leadership team is smart, thoughtful, and over time served as mentors. The culture was a rare gem, proving teamwork and collaboration leads to success in an industry (high tech) and location (Silicon Valley) where hyper-competitiveness is the norm. I was a valued member of our enterprise security team, and could talk shop with the most technical of industry reporters but still educate at a layman’s level to the mainstream tech beat writers. My golden moment was securing a review from Walt Mossberg himself in his coveted WSJ personal tech column. I also guided execs through New York and Boston, shaking hands and making waves, and I hosted casual meet-n-greets at the casino tables of Black Hat. Even knee surgery didn’t stop me from crutching my way through the long expo floors of RSA. Grateful to these clients for their partnerships: Juniper Networks, Procera, InnoPath Software, VCI Solutions, eEye Digital Security, Fortify, ScanSafe, Aruba Networks, ShorTel, Xambala. Internally, I mentored our junior staff and interns, and raised my hand to lead the agency’s community outreach efforts. I even collected my experience and created an online guide to advise other agencies on how to launch such a program. In 2006, I was honored as a Sterling Star “for doing work that inspires other employees”.

Being an SID for a mid-major is not for the faint of heart. We were a small but mighty staff that handled the media relations and external communications for a department that greatly influenced the overall university’s national reputation. That involves a lot of nights, weekends, and travel. Did I mention that I also earned my MBA while working this role, in all my ‘spare time’ ☺ I joined at the same time a new athletic director came onboard and was on the committee that redefined the department’s purpose, core values, goals and objectives for a five-year strategic plan. We completely re-branded the athletic website to align with our ambitions and frankly, prove we belong in the big leagues. I served as the primary publicity contact for women's soccer (2001 NCAA Champions), women's basketball, volleyball, softball, men's and women's tennis, and men's and women's golf. Additionally, I supervised student assistants and game operations staffs for more than 100 events annually. I also helped host the 2002 NCAA Men's Basketball West Regional (Elite Eight).In July 2002, I received the inaugural Will Hancock Award by the Official College Sports Network (Formerly FANSonly) for the top SID in the nation who demonstrated creativity, leadership and dedication in the management of their website. I also received three honors from the College Sports Information Directors of America (CoSIDA), as my 2001-02 women's basketball game day program was voted best cover in the country, the 2001 women's soccer guide was voted the top publication in District VIII, and the 2003 tennis guide earned best cover in the country honors for multi-sport guides. The University also recognized our staff in 2002 for outstanding achievement.

Who wouldn't want to have the best mascot in college athletics as their colelague? I returned to my alma mater and the office where I had worked as a student. Mark and Doug called me when this position opened — a highlight of my young career, as I look up to these two. They're good at what they do and they always embraced the educational aspect of the job. They're still there and I try to visit whenever I'm in town. I served as the primary media relations contact for women's tennis, men's and women's cross country and the men's and women's track and field program that featured 2000 Olympic long jumper Dwight Phillips. And, of course, high-fived Sparky at every opportunity.

This sport was the darling of campus, as it was nearing its Olympic debut in the 2000 Sydney Games. What a time to be on board! While the media focus was often on the National Team, I also worked with the Collegiate, Junior and Resident Teams. We launched the org's first official website and though this technically was an internship, they entrusted me to serve as the primary media contact for the 1999 Age Group National Championships in St. Joseph, Mo. Educating the masses was our primary goal leading to Sydney, so my success in securing articles that were picked up in national publications such as the New York Times and ESPN Magazine was key to the effort. Wanting to understand more about this sport, I even signed up (and completed) a sprint distance triathlon!

The dream role for a newly graduated SID. Stanford is the "Home" of Champions and hosted so many NCAA events that you really got to dive in and experience everything that it takes to make it in college sports. I handled the publicity for six of Stanford's 33 sports, including the four-time national championship volleyball and two-time national championship women's basketball programs, as well as women's tennis as it won its 10th NCAA Championship. I was also the interview room coordinator for the 1999 Women's Final Four, hosted by Stanford at the (then named) Compaq Center at San Jose.