If you're this far down my profile, I’m guessing you’re familiar with this challenge:Your organization has a great opportunity to grow, but you have no bandwidth to get there. You KNOW just how much potential there is and how many customers you can impact...But it all feels urgent.This is exactly what the Founders at a Series B SaaS company felt before I started working with them.They'd landed a great agency channel partner, but had no experts on their team to implement the program.The most frustrating thing was they knew this program was critical to growth. So if they cracked this, they could scale.My first step was to put the partner at the center to create a new customer journey. This meant framing out their ideal client outcomes so we could replicate this for new partners.Then I:➡️ Identified critical enablement needs, collaborating with the Marketing team to provide video onboarding series➡️ Prioritized partner feedback sessions and shared cross-functionally to speed product feature development➡️ Developed mutual target account plan to align to both partners’ ideal industries, working with Sales on forecastingThrough this partner relationship, the Founders gained valuable feedback for product development and customer retention. Plus - they now had a scalable, strategic partner program for immediate deployment.After 1 year, they had...📈 $6M+ partner opportunities created📈 $2M connected partnership revenue📈 Deep product/roadmap feedback from agency power usersAll the foundation pieces were in position for them to continue hitting their KPIs.There were systems, playbooks, and processes making the entire customer journey seamless.With the Founders’ urgent need addressed by an expert, their stress levels went down and their revenue went up.If this is something you want for your professional services firm, agency, or B2B tech startup, drop me a message here and let's put together a plan.

Selected by GTM Partners to be an Ambassador - a group of experts and thought leaders that partner to share more insights with our colleagues. GTM Partners is a data-driven analyst firm helping organizations to achieve efficient growth by transforming their GTM strategy.

"Fractional leaders are an invaluable asset for companies navigating dynamic challenges. They bring experience, objectivity, and drive to create impactful solutions." ~Fractionals UnitedFractionals United is the leading global community for Fractional Leaders.It's the go-to place for Fractionals to grow their expertise and business, network with other like-minded executives, and access valuable resources and support.Companies can also take advantage of the community if you're in need of Fractional Leaders to help grow your business.

The old girls club is an invite-only community of talented women and non-binary people in tech and vc. These women are driven and committed to raising the bar at any company they contribute to. Members also have a shared belief around supporting each other in their career growth and personal fulfillment.

Growing organizations are exciting. You are generating revenue! You have customers! You’re hiring leaders and team members! There is also the very common chaos that comes with not having strategic frameworks, processes, data, and enough time in the day to solve for all the challenges that customers may present. I arrived as the first Customer Success hire, post Series A, to own the post-sales customer journey. The customer-facing team was overloaded and in reactive mode. My Critical Actions: ➡️ Build consistent Go-to-Market team processes for forecasting, use case enablement, customer onboarding, and renewals with my Sales and Marketing leader counterparts➡️ Created Advocacy program to highlight customer Outcomes with references, testimonials, case studies, and reviews for Marketing and Sales to feed the lifecycle➡️ Constructed Customer Success discipline outlining CSM job description, authoring detailed CS playbook + scripts/templates, and launching a variable CS comp planThis was all particularly challenging during the 2022-2023 macro-economic downturn. Despite that, we developed a data-driven approach + aligned the GTM tech stack — creating a foundation for automating CS operations. Key outcomes:📈 Onboarded 28 new customers in one year using the playbook I created (still in use/continued scale)📈 Implemented CS platform fed by Salesforce, automating customer health scores, CSAT surveys, product usage, communication plays, and retention metrics for Board reporting📈 Recruited, hired, and onboarded 6 CSM team members who began specializing across the CS team📈 Maintained stable ARR of $5M despite macro-economic pressure

When I worked at GPJ (a marketing agency) I experienced firsthand how important communication & satisfaction is between agency and client.Without this? Well — clients have the luxury of choice when it comes to agencies or professional services firms, and can move on when they please. So to build successful client relationships in my role (which in turn leads to larger retainers and referrals), I focused on:➡️ Developing a deep understanding of client objectives, both with active listening for growth opportunities + by immersing myself in how they actually make money (Plus, I taught my team how to do this)➡️ Completing extensive event portfolio analysis, competitive analysis, and made practical portfolio optimization recommendations during annual retainer planning➡️ Connecting strategy to execution across the $1M client retainer, I managed to align back to IBM objectivesPlus, I had a surprise learning:→ NPS scores alone don’t cut it.We couldn’t assume that clients would always remember the positive interactions they had with our team when it came time for an agency satisfaction survey. To fix this, I focused on both cross-agency process improvement initiatives to be more efficient with client investment - AND proactively bridging the communication gap between agency and client.After just 1 year, this led to:📈 10% increase in agency satisfaction📈 Deeper connections, more satisfied clients - knowing their objectives were our objectives📈 Proven processes and systems that account managers could replicate to see consistent success & strong results

IBM challenged the agency account leaders to continue raise the bar on their world-class event marketing.So the first step I took was to:→ Gain a deep understanding of IBM marketing objectives and personas to reflect that in their events. I wanted to know them at least as well as they knew themselves. I dug into their products, audiences, and marketing challenges…Then I used this information to:➡️ Create strategic portfolio guidance➡️ Build a robust competitor analysis ➡️ Share quarterly business reviews both with clients (and internally)All of this?Ensured creative, strategy, and execution teams deeply understood IBM’s key focus area which led to: 📈 My 40+ event portfolio consistently receiving above average client satisfaction ratings the entire time I led the business unit account

Onboarding new clients is tough. It’s even tougher when your 30 clients are distributed worldwide and across business units.I prioritized getting outcomes and ROI quickly and:➡️ Consulted clients across geographies to standardize planning timelines, staffing models, and resource allocations.➡️ Led a comprehensive event optimization with clients across product marketing, channel marketing, regional marketing, and sales to synchronize AMD's worldwide event strategy.➡️ Realigned all key stakeholder’s focus so everyone’s actions were working towards the major goals.And with a lead time of less than 180 days…📈 I oversaw critical $2.1M launch event in Beijing with 40+ client team and 20+ agency staff

Flawless event execution was the goal here. No pressure. My aim was to support brand growth and achievement of business objectives. But… Client satisfaction was lagging. I was hired during a time of growth to improve event execution and build client trust. My strategies:➡️ Align event components (creative, digital marketing strategies, drive-to tactics, AV, logistics, vendors, budget, post-event MQL handoff to sales) to the event strategy and client objectives➡️ Worked side-by-side with clients to develop strategy and tactics based on their event KPIs for events with budgets ranging from $15k to $1M➡️ Upgrade key event execution guidance to ensure a positive experience from concept to wrap-upFrom tradeshows, dinners, conferences and receptions, I ran an average of 17 events a year.The outcome?📈 Consistently received 90% Flawless Execution ratings (and fixed the low client satisfaction I’d been hired to address)

"We inspire healthy habits for real life. For people, families, communities, the world – for everyone." After achieving my own success as a member of Weight Watchers, I was eager to be a role model and help show others the benefits of the plan. As a leader I was honored to support members in making connections with each other, having AHA moments, and facilitating the tough conversations at our in-person meetings, typically between 30-75 members. I loved being a champion for our members and being the hub for brainstorming about challenges and lifting each other up.

Most universities leave money on the table by ignoring non-resident students. The first year provided positive data and pipeline momentum of prospective non-resident students. KPIs indicated we were having success and it was time to invest further to maximize non-resident enrollment. So, I looked to B2B tech for inspiration:➡️ Executed Account-based marketing (ABM) strategies at key schools nationwide to maximize conversion in specific markets (and train 19 admissions staff on how to replicate)➡️ Created alumni host program to enable alumni to hold conversion receptions in local cities for admitted prospects➡️ Hired data analyst to leverage University information system as a CRM for targeted communications to prospectsThese strategies, along with those from the initial program build, came together and in 4 years: 📈 Partner program I built generated $14M in revenue for the University

Revenue matters. A University is no different. Leaders at the University knew they needed to increase revenue to cover the rising cost of educating students. I was hired to do just that. → Except - I was working with the smallest budget in the Big Ten conference. In a very sensitive political environment given that I was recruiting non-resident students. I had to get creative. Here’s what I did:➡️ Created a multi-channel marketing program to leverage key human channels to amplify our message through thousands of counselors, current students, and alumni➡️ Implemented overnight visit program designed to convert admitted students to enrollment➡️ Designed centralized telemarketing program for current students to call admitted prospects from their hometownsAfter 1 year, in an extremely sensitive political environment: 📈 Overnight visit program had a 70% conversion rate in one year📈 Alumni ambassadors represented the University at 600 local college fairs📈 Created KPI dashboard for top campus administrators and state legislators

(Chela was acquired by Nelnet in 2005)Through my work with the Business Development team, I identified more opportunities for growth in Chela's elementary school and college campus outreach programs. I developed and pitched a new business function to provide oversight of our $600,000 scholarship program budget to our CEO, who immediately approved me to lead the function. I created events to increase brand recognition on targeted college campuses while implementing a scholarship program that grew 20% over 3 years, supporting our Marketing team in developing new messaging and Sales team in converting leads.

In search of a new adventure in San Francisco, I supported a team of five Sellers and the Director of Sales and Business Development in visit planning, sales enablement, and metrics reporting. I worked with Marketing to highlight key products by creating multiple sizes/formats of tradeshow exhibits, and planned all logistics including registration, staffing, services orders, and lead management. I truly maximized tiny budgets and short timelines to showcase our not-for-profit company's suite of education finance products at up to 25 regional and national trade shows per year.