• Initiated a Revenue Funnel strategy shifting from lead-centric to opportunity-centric lead follow-up motion.• Operationalized the Sirius Decision demand funnel within the BDR Organization, resulting an increase of TQL, SQL and SQL Won conversion rates.• Consolidated Geo BDR lead organizational processes into a global standardize process allowing for centralized performance metrics and dashboards.• Launched operational dashboards aligned to BDR Management, Marketing Campaigns & Sales Management

• Aligned AMER BDR organization to support Pooled Lead Routing and follow-up model.• Implemented “outbound” motion as separate initiative from “Inbound” qualification.• Developed “Bullseye” dashboard providing sales with visibility of account level engagement.• Delivered operational support and productivity improvement to AMER BDR organization.• Liaised between the business and IT to accommodate systematic process changes within the organization.• Engaged with Sale Leadership on weekly lead follow-up metrics.

EmbroidMe is the largest full-service embroidery, screen printing, and promotional products company in the world.We are a full-service promotional marketing company. Provide business uniforms or promotional apparel or accessories to support strategic marketing efforts. One stop shop from sourcing and decoration to fulfillment and distribution. We specialize in helping our clients get noticed by being an extension of a company's marketing team. We serve large and small business, state and local government, schools, religious institutions, and individuals.

Managed 10 million dollar account portfolio, and a staff of Account Managers and Project Managers. Defined client demand generation strategy by translating vision into executable programs and tactics. Designed Marketing Automation (Eloqua) implementation and campaigns. Established measurement criteria and KPIs for all client projects and program success. Managed and directed account teams to ensure effective client relationships, and to deliver programs that are on-strategy, aligned with client expectations and that meet or exceed established success metrics. Worked closely with Sales, Strategy, Finance and Operations teams to leverage the right resources at the right time. Acted as the first point of escalation for client issues and deliverable expectations. Led Monthly / Quarterly Business Reviews and planning sessions with all clients within my portfolio. Managed portfolio revenue reporting and pipeline forecasting.

Led integration of "Telelogic" acquisition on operational capabilities including sales pipeline metrics, marketing financial contribution, and budget spending, tracking & reconciliation.- Managed $12M in global marketing spending, driving annual revenue of $116M.- Developed and operationalized core business metrics specifically targeting the acquisition results. Presented state of the business assessment to the leadership team with weekly views of the acquisition revenue forecasting, pipeline and gap analysis and marketing return on investment.- Provided financial guidance to all global regions to ensure spending aligned with budget provided and drove revenue in areas with largest revenue gaps.- Transitioned to new sales support roll to lead and develop a Sales and Marketing pipeline review process for North America and Latin America. Role created to provide a proactive approach in determining quarterly revenue forecast as well as an understanding of where assistance is needed in obtaining the regional revenue objective.- Created a common set of pipeline metrics including current quarter status, next quarter status, historical trending, root cause analysis and proposed next steps/actions.- Established strong business rapport with sales leaders in US, Canada, Mexico and Brazil.- Demonstrated significant improvement with all regions hitting at least 98% of plan, up by 10 points year to year in some regions. Provided finance with more accurate revenue forecasting as well as stronger insight to the regional issues effecting sales, i.e. economic and market situations.

Managed team of seven Marketing Operations professionals supporting IBM Americas Marketing Organization with all businesses including Software, Hardware, Services and Industry total solutions. - Led team that provided pipeline and marketing contribution metrics, analyzed the results and made specific actionable recommendations based on assessment. Formalized standardized metric package to support all areas of IBM Marketing and provide consistent, automated and timely reporting. - Re-organized team to a model that allowed for workload reduction by separating the technical roles from the analytical, allowing for additional focus on pipeline issues and root cause analysis.- Maintained high level focus on efficiency of marketing budget spending and return on investment. Reported to Americas Executive Marketing Board, on a weekly cadence, the total business and marketing performance results and analysis as well as the quarterly spending and budget implications. Provided venue for executive team to agree on marketing spending and budget shifts that would maximize profitability to areas with largest revenue gaps.- Negotiated Marketing revenue objectives in annual planning cycle. Was key liaison with corporate on budget allocations, resource / head count disbursement and revenue objective targets by region and organization.

Led team of five Marketing Operations specialists to support the Software Group business for IBM Americas Marketing Organization providing sales pipeline and marketing performance metrics and assessments. As additional leadership growth initiative, manage all event logistics in support of the Americas sales organization in the largest IBM world wide five day sales enablement initiatives, "Software University" (SWU). Managed team that supported five software brands with sales pipeline metrics and analysis as well as the associated marketing campaign activities driving net new revenue opportunities.- Took lead roll in managing the $21M infrastructure budget which supported the headcount of 120 resources. Involved as a direct interface with finance and HR to ensure accuracy of resource movement and alignment to budget.- Managed SWU event logistics for 6 of the 11 thousand attendees from North America and Latin America. This included working with the event agencies for all travel accommodations and lodging within 8 hotels in Las Vegas, NV.- Managed SWU budget and spending of $18M funding the Americas initiatives.- Key liaison with creative agency in concept development, talent/keynote selection and execution of 3 large venue productions. Accepted production lead in cueing lighting, sound and effects for sales leadership event.- Managed the room, food and beverage and all arrangements for 6 regional meetings and a final gala for the entire Americas sales organization.

Provided operational support specifically to drive consistent marketing effectiveness and return on investment metrics across all geographies for the Tivoli Software brand.- Accepted position with Tivoli (Subsidiary of IBM) to manage and provide leadership to existing US database marketing team.- Created weekly pipeline metrics for all geographies. Established metric process and schedule review with Americas, Europe and Asia to ensure consistent and accurate reporting. - Worked with all geography call centers on developing consistent opportunity coding process and ensure closed loop lead management system with sales. - Developed process/tool to manage all marketing program dollar spending and reconciliation against actuals.- Incorporated customer/contact database clean-up process, opt-in email tracking strategy and tactic level coding algorithm for follow-up and reporting on all marketing lead campaigns.- Worked directly with telesales organization on incorporating a lead follow-up system into the existing telesales process.- Key focal for transitioning Tivoli legacy sales & marketing systems and processes, to those within IBM.

- Managed $2.5M worldwide software development project including management of financials, scheduling, billing and full P&L responsibility.- Key interface between IBM and Harte-Hanks (HH) on a worldwide basis as management interface point for all issue resolutions, requirements, release schedules, change management, technology, testing, implementation and deployment.- Managed all HH resources required to execute project consisting of Business Analysts, Sybase/Oracle/SQL DBAs, and Java/ASP Developers.

- Managed team of Software Developers with a primary focus of custom Pre- and Post- Sales Client and WEB enabled database applications. Post- Sales applications consisted of functionality surrounding inbound/online technical support, knowledge bases, Return Management Authorization handling, reverse logistics and after market sales. Pre- Sales applications incorporated the design of database tools for outbound sales, lead generation and channel advocacy programs. - Performed consulting role with new clients and/or programs for system analysis and capabilities.- Designed and developed database solutions that were used throughout the Marketing and Technical Organizations which included system integration with corporate accounts such as Minolta, Ricoh, Okidata, Dell, Fujitsu and Samsung.- Key manager impacting the growth and success of Cornerstone Integrated Services resulting in an acquisition by Harte-Hanks in October of 1999.

Managed team of Software Developers with a primary focus of custom Pre- and Post- Sales Client and WEB enabled database applications. Post- Sales applications consisted of functionality surrounding inbound/online technical support, knowledge bases, Return Management Authorization handling, reverse logistics and after market sales. Pre- Sales applications incorporated the design of database tools for outbound sales, lead generation and channel advocacy programs. Performed consulting role with all clients and/or programs for system analysis and capabilities. Designed and developed database solutions that were used throughout the Marketing and Technical Organizations which included system integration with corporate accounts such as Minolta, Ricoh, Okidata, Dell, Fujitsu and Samsung. Key manager impacting the growth and success of Cornerstone Integrated Services resulting in an acquisition by Harte-Hanks in October of 1999.

- Managed $1.5M/ in product, marketing and sales support database programs including inbound response management, customer product registration, ad campaigns, targeted direct mail campaigns, exhibit marketing, incentive promotions, literature warehousing and distribution.- Developed the Internet WEB pages for three divisions of Texas Instruments. This consisted of over 300 pages, forms, CGI scripting, Perl programming, download libraries / FTP site, Internet Marketing/Advertisements/Partnerships with targeted companies, and incorporation of a secured area.- Developed and managed an outbound lead generation / sales program with primary thrust toward Corporate America, resulting in an investment to revenue percentage of fewer than 6%.- Managed day-to-day activities surrounding the Lead Referral Center including inbound calls, trade show leads and publication inquiry responses. Based on outbound follow-up process, this program continually showed a 15- 20% conversion ratio from inquiry to sale.- Prepared monthly reports outlining program activity including products of interest and advertisement / publication analysis.- Incorporated Product Registration database into current system with quarterly customer analysis reporting.- Managed monetary and non-monetary rebate/spiff programs.- Managed literature/collateral warehousing and distribution.- Provided customer/prospect base communication functions, including direct mail and broadcast faxing.- Designed and developed Response Management System to handle sales inquiries and lead referral for Marketing and Market Communications lead generation activities. Closed loop system was recognized in national tradeshow publication.- Converted multiple single user DOS systems into a single multi-user UNIX based system.

Managed day-to-day activities surrounding the Lead Referral Center including inbound calls, trade show leads and publication inquiryresponses. Based on outbound follow-up process, this program continually showed a 15- 20% conversion ratio from inquiry to sale.