"The lead is dead - account intimacy is in"50% ownership of the global marketing function. Led a team of 150 in EMEA, APAC, and North America across Revenue Marketing (centralized campaigns), Geo Marketing, Hyperscaler Campaigns, Channel Partner Marketing, Industry Vertical Marketing and Operations. Strategic accomplishments around implementing global ABM and focused go-to-market efforts for accelerating new customer acquisition, transition to centers-of-excellence of Marketing functions for more effective spend, new discipline for marketing metrics.- Led execution for transformation away from traditional lead-gen field marketing to modern account based marketing anchored by 360 view of all engagement points across digital, virtual and in-person touchpoints- Created new team culture centered on growth mindset, spirit of continuous experimentation, interrogating data for decision-making (not just reporting) and redefining success

"Market share is gained or lost during market transitions" Led a team of 100 across EMEA, APAC, and North America, Partner & Competitive Solutions to realign and stabilize the Marketing function after its centralization and implement greater cost discipline.Focused on exploiting use cases and workloads where NetApp is most uniquely differentiated and offers most value to customers. Integrating GTM efforts across multiple marketing, sales and channel teams to drive execution from top of marketing lead-gen funnel all the way through sales pipeline stages to won* First round of account-based marketing (ABM) across all geos for Globals and targeted Enterprise customers* Weaponizing competitive intelligence for competitive attack sales plays* Defining dynamic micro-segments in larger solutions areas by combining internal and external data sets to target very specific users; develop personas & create messaging for each micro-segments

Managed a Product Marketing team of 24. Responsible for pivoting away from product-in marketing to customer-first, cloud-led solutions that showcase the power of NetApp's entire portfolio of products and services across public cloud, hybrid cloud and datacenter architectures. Marketing coverage for all products and services for ~$6B global business*Created a portfolio launch team to increase market impact at release *Prioritized solutions marketing efforts around key must win areas*Initiated customer journey team to focus on deepening relationships with installed base customers*Owned product marketing for NetApp's entire product & services portfolio

Global role, reporting directly to CMO, driving overall marketing strategy and execution for Netapp HCI, Converged Infrastructure and Object Storage portfolios. Identify, design, implement and measure go-to-market during rapid growth in the Cloud Infrastructure business helping customers build cloud architectures for -aaS platforms and new application development.- Identify market opportunities; develop messaging and content for compelling value proposition and awareness in new buying centers- Enable sales and channel partners- Maintain key technology partnerships- Cross-functional alignment with Product Management, Product Development & Sales

Storage business had been underperforming since acquisition and little seemed to move the needle. I took on this role to mine for opportunities across the broad Oracle portfolio and expand footprint at any Oracle customer.Driving Revenue- Conceived and led pivot to expand user base beyond Storage Administrators to "nontraditional" users such DBAs, Cloud Architects, CISOs, DevOps, etc. Leveraged theories of irrational decision-making from the field of behavioral economics to craft new messaging for new audiences. Pivot doubled Oracle-on-Oracle sales and produced $100M run rate in 18 months.- Trained Storage Sales to be fully conversant with new users and capable of growing beyond same old lists of targets. With these techniques, Midwest region went from worst to first in sales within a year.- Organized & delivered global training for Sales Engineers to expand knowledge beyond the storage device to build in-depth, hands-on knowledge for production and non-production databases, virtualization and backup use cases. Engineering Collaboration- Pivot also improved collaboration with engineering as my team moved away from platform-based requirements to PRDs by user as a way to identify blind spots in development plans. - DBA PRD focused on joint development with Database engineers to improve analytics, automated storage tuning and simplify management.- CISO PRD concentrated on meeting security regulations for compliance, SIEM, authentication and access controls. - Cloud Architect PRD emphasized hyper-scale operations, using public cloud as storage extension, and maintaining 1EB in Oracle's cloud. Talent Development- Invested $30,000 in training to improve staff knowledge and execute pivot.- Expanded recruitment pool beyond usual Storage industry candidates.- Hired, on-boarded experienced DBA with no PM experience to own database efforts which led to three new integration projects within one year

- Responsible for consolidating a singular Flash strategy across all server/storage platforms by managing full product lifecycle for all Oracle Systems engineering VPs. Responsibilities included selection, integration, global pricing, release and transitioning of all flash across all Oracle products.- Executed portfolio rationalization strategies post-Oracle acquisition. Responsible for spinning down Sun-legacy OEM products lines that were producing $1Bn+ in global revenues with 20,000+ customers across direct & indirect sales channels. Products impacted included high-end, mid-range and low-end SAN storage, networking components and sundry rebranded software.- Provided centralized Product Management including release readiness, pricing and lifecycle management for common components such as hard disk drives, solid state drives, HBAs to all server, storage and Engineered Systems teams.

Expanded span of control to include entire disk portfolio from high-end to entry markets plus additional OEM businesses such as HBAs, switches, etc. Total Primary Storage portfolio represented $1.3B in global revenues and grew 15%.- Spearheaded contractual renegotiations with multiple partners; reviewed all contractual terms, recommended improvements based on business requirements, prioritized deal points across value chain and set negotiating strategy.- Set strategy for deeper channel engagement involving customized marketing content/demand generation, highly effective sales incentive programs, specialized training and focused coverage. Resulted in less drastic revenue drop-off due to recession and 3-month faster recovery than other Sun product lines.- Conceived of and developed go-to-market strategies for each of the 3 segments (ASPs $10K to $1M+) via direct and indirect sales channels in both domestic and global markets. All segments hit record-setting revenue quarters while maintaining margins.- Enabled international distribution channels and packaged product offerings to appeal to markets outside the US resulting in significant revenue shift and nearly 70% of business originating internationally.

Started as team lead for mid-range disk products and promoted to Group Manage for entry and midrange segments. Revenues grew 55% to per annum sales of $400M from FY06 to FY08. - Provided key Product Management leadership in 2007 when Sun Midrange Disk was fastest growing vendor in industry: achieved 37% revenue increase versus industry norm of 7-8% per IDC.- Deployed variety of techniques from branding to stratifying distribution to minimize cannibalization while introducing new entry products; new line ramped to $80M revenues within 2 years.- Showcased business development and motivational skills – taking team of 4 with little product experience and becoming one of the most productive teams in the division. First manager to institute Jr/Sr Product Management structure.- Integration leader during acquisition of StorageTek. Member of clean room that determined portfolio rationalization, positioning prior to deal close.

Took on the lowest performing products in company portfolio.. Overcame challenges of quality issues, angry customers, weak engineering elements and lackluster sales. Within 18 months:- Increased conversion rate on engineering approvals rate from 30% to 90%.- Simplified and differentiated the product mix – markedly improving Sales close rates – revenues increased nearly 200%.- Developed new pricing models to improve volume yet retain profit margins.- Service improvement efforts led to award ‘Best Midrange Quality’ product in a major trade magazine – great press.