Off the Grid is renowned in the Bay Area for its food events. What most people don’t know is that it has a 400-employee B2B business providing software and mobile food solutions to corporate clients. ● Own OTG’s revenue forecast and revenue targets, and lead the organization in alignment toward attaining those goals. ● Build and lead a sales and marketing organization assuming responsibility for yearly, quarterly and monthly sales projections, lead acquisition, and revenue goals within the sales and marketing organization● Align OTG sales and marketing strategies with business strategy through active participation in corporate strategic planning and Sales & Marketing strategy development, forecasting, resource planning, and budgeting.● Lead and guide campaign tactics that include digital marketing, content social media marketing, conversion optimization, events, SEO, and media relations.● Employ outstanding leadership and team building skills, while coaching and mentoring others on best practices for prospecting, qualifying, navigating and selling/closing business. ● Track funnel performance, channel performance, and work toward growing market share while continuing to optimize customer acquisition costs ● Increase sales and marketing operations by improving processes and utilizing tools that will help the team scale

Chariot was an app-based commuter ride-share service that was operating in 10 US cities and the UK. As Chariot's first head of Marketing, I conceived and led four separate marketing efforts: B2C, B2B, B2B2C, and B2G business lines. I built our product marketing, demand generation, and partnership marketing teams. I redefined the corporate strategy and brand, drove customer acquisition & engagement, and created aligned product marketing and sales strategy. We met all 2018 targets and were on track for a monster 1Q19 when Ford, which had acquired the startup before I joined, announced the company’s sudden closure in March 2019.

With Growth Hacks, I worked with startups at a CMO/CFO/COO-level on business plans, go-to-market strategies, establishing KPIs, setting up operations, defining sales & marketing strategies, and financial capital raising. For one SaaS startup, I came in when there was a working product and reverse-engineered a business plan, operations, KPIs, financial projections, marketing strategy, and investor relations and then put together the VC pitch that raised a $4M Series A round. I have created detailed plans and strategies to build Sales and Marketing for startups. I also build financial models, and I coach executives in their presentations and messaging for the fundraising process.

ClearCare’s SaaS solution helps home care agencies match caregivers with clients and manage the scheduling and billing process. I helped them establish their first marketing and demand generation efforts and redefined the lead generation, lead nurturing, and sales processes as the company pursued and won an $11M Series B investment from Bessemer.To generate demand and position the company as a thought leader, I put together an exclusive VIP conference for industry leaders that resulted in a $16M sales pipeline. On the sales side, I created sales playbooks targeted to each decision maker in a complex B2B sale. This effort created consistent, repeatable sales outcomes and a scalable sales process.I also established marketing technology operations including marketing automation, digital analytics, and integrated metrics tools, and an automated lead generation, scoring, and nurturing process that fed vetted leads to the sales team.

Visa relocated me to California to lead B2B marketing for their new digital wallet, V.me, which was to compete with PayPal, Apple Pay, and Google Wallet. I managed a team that included many outside advertising and creative agencies for events, technology infrastructure, and channel marketing to retailers, partners, and resellers. I led marketing strategy to outline the customer decision journey and commissioned research to create market segmentation and positioning. I built an integrated demand generation campaign targeted to merchants, which was used at events, tradeshows, and in advertising. Visa had no B2B marketing technology platform at that time, and I led the design of their first-ever B2B marketing operations infrastructure including a website content management system, analytics, marketing automation, and integration with CRM.

Now part of Standard and Poor’s, Capital IQ was a fast-growing, 5,000-person SaaS company providing data and analytics to financial professionals around the world. My remit was to bring best practices and build a marketing team, and to oversee global PR, branding, tradeshows and events, digital and conventional marketing channels, and sales enablement. The results included a new brand umbrella and rebranding of four acquired company brands, and a new tagline and campaign driven by competitive research. I revitalized a 25-person global team, lifting their internal approval rating from 30% to 80%, and consolidated 125 pieces of random collateral into solution-specific materials. I also implemented new diagnostic selling tools and new sales training and tradeshow processes across the US, which shorted our sales cycle by 50% and increased close rates by 80%.

Investment Technology Group is a financial technology pioneer of stock trading algorithms, portfolio analytics, and execution software. They were 15 years old and struggling when I was brought in to help with a turnaround, working with the founding CEO who came out of retirement. My role was to oversee all branding, advertising, events, PR and communications, and investor relations, and as a key member of the executive team, I was part of turning a $400M market cap into $2.2B and the stock rising from $12 to $56. I rebuilt the marketing team to 14 people including the VPs who headed up global Investor Relations, Public Relations, Product Marketing, and Branding. I consolidated 45 disparate branded offerings into bundled suites, which increased channel revenues 35%, and launched new branding and messaging to establish a niche for our client base. I also served as the primary contact for Wall Street analysts and major shareholders, increased analyst coverage from 3 to 9, led investor relations for the $270M acquisition of MacGregor, and grew PR coverage 400% in two years, including a cover story in Barron’s.

eSpeed was the electronic subsidiary of Cantor Fitzgerald, and I worked closely with CEO Howard Lutnick to rebuild investor confidence and outreach after the business shutdown following the loss of 658 employees at the World Trade Center on 9/11. I took on all contact with analysts and investors, revamped the company’s messaging, and led roadshows with the CEO to relaunch the stock and pitch to potential investors. eSpeed reached $170M in revenue before being acquired by NASDAQ.