FY 24 (ended 1/31/24) result: 392% revenue achieved vs. goal

We help professionals of all levels negotiate their compensation packages and navigate their career development. Whether you’re an entry level or VP level candidate, we want to help you earn more in your next job.We operate on a contingency pricing model, meaning if you don't successfully negotiate up your compensation, you don't pay Play to Win Coaching a fee. We also offer career coaching services to revenue professionals.

Sendoso is the world's leading Sending Platform. Having a sending program as part of your GTM strategy is essential to a successful B2B sales process. Sendoso is better at this than anyone else. As an advisor, I sync with Kris (the CEO) semi-regularly and offer help with introductions, GTM strategies, and more.

Rising Executives School Graduate (February 2022). Learned the leadership, management, and core competencies needed to succeed at the executive level.

I took over as chapter head of the Portland Pavilion chapter with 27 members. At the conclusion of my term, we had grown to 70 members (159% growth). I led virtual happy hours every month with the community as well as in-person events every 2-3 months. I provided support to all current and prospective members on the benefits of pavilion, resources, networking, finding and posting jobs, and much more.

Grateful is a marketing platform designed to increase retention and LTV by allowing businesses to make charitable donations to the charities of their customers’ choice. Imagine after you pay for something, the business says to you “Thank you for doing business with us. Here’s 1% back to donate to your favorite charity.”That’s what Grateful does. Grateful businesses believe in 2 core principles:1. A business should donate 1% of revenue back to charity2. Allowing customers to select the charities to receive this 1% will improve retention, LTV, customer loyalty, and advocacyOver my tenure, I increased new logo acquisition by 12x, average deal size increased by 120%, and we outperformed the previous period in revenue by 3700%In October 2023, Grateful transitioned from an LLC to a Non-Profit and I decided to step away from my role as co-founder and continue to support the growth of the non-profit in an unofficial capacity.

Upon my promotion to Senior Director, I was a 3rd-line leader directly managing 2 directors and 1 manager and overseeing the global SDR organization of 2 directors, 6 managers, and 40 SDRs. We attained 95% of the global SDR quota in my tenure overseeing the global organization, up from 83% in 2022. I led and oversaw the hiring of multiple SDRs, created a new unified strategy across the SDR organization of our codified key competencies and process, and facilitated an org-wide offsite for the first time in 3 years. I also implemented the personalized quarterly coaching plans at the organizational level with success. Finally, I pioneered and led the SDR Leadership Team in multiple DEI enhancement activities, including taking outsourced courses and hiring a DEI consultant to work with us.

In this role at Demandbase, I was a 2nd-line leader, overseeing 3 managers and 20 SDRs. I created and implemented a quarterly review and coaching process with the leadership team that saw us achieve 115% of quota attainment in the Mid-Market Segment while I oversaw the department.

2022 JV2 Season Record: 7-4-3Losses to 1 JV program + 2 losses to #2 program in OregonSignature wins over 1 JV program 3-2 & 1 JV2 program that was 10-1 before losing to us in the final game of the seasonGoals For: 26Goals Against: 21Goal Differential: +52021 JV2 Season Record: 9-2-3Only losses to #3 & #4 ranked programs in OregonGoals For: 46Goals Against: 14Goal Differential: +32

I joined Airship to overhaul the SDR program and build out Sales Enablement for the revenue team. Over my tenure at Airship, we grew the SDR team from 5 SDRs to 2 Team Leads + 10 SDRs. I oversaw the global SDR team with teammates in North America, England, & France. I revamped the SDR program to separate the responsibilities of an SDR into 2 separate roles: Inbound SDR & Target Account SDR. Our Target Account SDRs had a named account list of the top prospects for Airship and only had a playing field of these accounts. Under the new system, we achieved 160% of our quota in 2022. Our Inbound SDRs were assessed on their MQL > SQO Conversion rate with a goal of converting 50% of eligible MQLs to SQOs. We achieved 134% of our quota in 2022 (67% conversion rate on a goal of 50%). I collaborated on the revenue model for 2022 and built out the headcount & hiring plan. I assisted in the implementation of a new data enrichment technology to make our CRM & Target Account process significantly more efficient. I led a social selling initiative with the assist of a third-party agency for the entire revenue organization.

Upon my promotion to Senior Manager of Sales & Business Development, I took on the responsibilities of overseeing GoGuardian's BDR team (Outbound TOFU) as well as continuing to oversee GoGuardian's SDR team (Inbound TOFU). GoGuardian merged with Pear Deck in November 2020 and I also oversaw the Pear Deck TOFU team in this role.

The SDR function at GoGuardian oversees all Inbound TOFU activities and I was the first manager hired to oversee this team. In my role as SDR manager, I created the entire TOFU inbound process, including qualification guidelines, procedures of handling a lead as it progresses down the funnel, KPI and goal creation, and more. 50% of the SDR team earned promotions within 1 year of being on the GoGuardian SDR team. In 2020, we were able to increase our inbound pipeline generated by over 600% vs. 2019 with our new systems, processes, and KPIs in place.

At SnackNation, I managed a team of AEs which varied from 7 to 15 over my tenure at the company. At one point, I was overseeing 2 teams as we had a manager leave the company. While managing AEs at SnackNation, I had the highest percentage of AEs hitting quota of all managers in the company and I was able to help train our AEs and instill new sales philosophies that led to quota attainment and many AEs earning promotions to AE II and Senior AE.

As Head of Sales/Senior Manager of Growth, I oversaw all B2B sales and operations for Soothe at Work, in addition to working on various B2C growth initiatives and ensuring that revenue and sales goals are met. Over my tenure as Head of Sales at Soothe, we had incredible growth. Over 3 years, we grew from $500K in revenue in 2016 to $4M in revenue in 2018 when I left the company. I built the team from scratch, starting as a player-coach myself, and when I left, I was overseeing 3 AEs, 2 SDRs, 1 INTL AE, and 3 CSMs.

~ Manage day-to-day sales of market area events~ Use initiative and strategy to achieve and exceed revenue targets~ Create new, repeat and referral business in Los Angeles/California while maintaining exemplary customer satisfaction

As Director of Sales and Events, there are many responsibilities I had:~ Manage all sales accounts for Wow Events Denver services~ Lead GiveSmart Account Manager and Customer Service Specialist~ Member of the Executive Leadership Team of the company~ Perform sales tasks from open to close, including cold calling, demonstrations and meetings, and contractual negotiations~ Manage the Wow Events Denver staff and employees

"Wow" Text and Smart Phone Auction Sales RepresentativeAdditionally:-Regular Website Maintenance and Updates-Silent Auction planning-Sales Representative for Retail and Live Auctioneer Jim Berz-Created comprehensive Employee Training Manual and Policies

Game Used Kiosk Sales Lead at Coors Field for Colorado Rockies home games. -Create and facilitate customer relationships-Sell to and inform fans on game used and autographed merchandise. -Responsible for 2013 sales increase: 224K in sales 2013 season total vs. 83K sales 2012 season total