Electus is a hybrid edtech/fintech organization for social good that empowers kids aged 6-18 to learn financial literacy, entrepreneurship & career readiness (FLEC) skills. Grounded in the Science of Experiential Learning and Cognitive Development Research, our globally patented technology, Life Hub, is the first transitional FLEC learning platform powered by AI/ML and designed for positive behavior formation. Electus operates on a SaaS business model with channel sales into schools & youth organizations. A D2C launch is planned for 2025 with first focus on the growing Homeschool network.Drove product design and GTM strategy, raised funds, adding talent to team. Within 10 months built and launched the MVP and secured MOUs with 14 schools and national youth organizations for pilots. Converted pilot customers to subscribers generating revenue in Y1. Growing sales pipeline to enable profitability in Y3 and securing partnerships across NGOs, Government Agencies, Foundations, and Corporations to deliver increased value to customers and drive network effects. Defined a 3-year platform vision and aligned milestones across all functional areas. In the process of building out the technology and organization capabilities to scale up business and achieve $5M in ARR. Leading a talented fully remote international team of 40+.

Bpeace is a multinational organization operating in crisis-affected and chronically under funded regions to grow small and medium-sized businesses, create jobs, and economically empower the entrepreneurs leading change in their communities. As a member of the Board of Directors, I am charged with guiding the strategic evolution of Bpeace, unifying our teams in multiple locations across the Americas around a shared vision, and partnering with governement officials, corporate stakeholders, and local business leaders to maintain a culture that fosters trust, collaboration, and high impact.

RevTech Labs is the incubator arm of RevTech Capital that provides access to capital and resources to enable the success of innovative companies in the FinTech, HealthTech, InsureTech, and CleanTech verticals.As part of their worldwide expert network of accomplished executives, I provide mentorship and advisory services to founders, management teams, and their Boards on product design and development, GTM strategies, and frameworks for growth/scaling.

I am a member of the Global C-Suite Screening Committee which is composed of investors, serial entrepreneurs and C-level operators charged with identifying and evaluating investable ventures among the best women-led, high growth start-ups. In addition to evaluating deals, I provide expert operational and strategic guidance to C-level executives in the Astia portfolio and connect entrepreneurs with the resources they need to accelerate success.

As a vetted subject matter expert, I provide guidance to Guidepoint’s international client base of institutional investment firms, banks, corporations and consulting firms on Retail, CPG and emerging technology.

GLG Institute consultants are comprised of CEOs, Policy Makers and Technologists that leverage their professional insights and experience to help business leaders solve their most challenging growth and industry issues. I provide expert guidance on navigating the disruptive technology-led change occurring in Retail, CPG, and FMCG.

EverCommerce (EVCM) is a $2B platform driving digital transformation across multiple industries through integrated business management, payment acceptance, and customer engagement technologies, helping 500,000+ global service-based businesses accelerate growth and streamline operations. Customer Lobby was acquired by EverCommerce in 2017. Our retention marketing SaaS product leverages big data/ML to drive high-profit, repeat business for Field Service companies. I was responsible for ensuring Customer Lobby's revenue rate and profitability margin achieve Rule of 40 by accelerating organic growth, making targeted product investments, elevating strategic and budget planning, and by focusing on systematic cost rationalization, organization development and continuous KPI calibration. In preparation for IPO, facilitated the roll-up of Customer Lobby's technology and team into the EverCommerce Customer Experience Solutions Group.

Business Connect China is an Asia-focused expert network and custom equity research company committed to assisting their global client base of institutional investors and corporations in making fact-based decisions on investment and business strategies in the China market.I was appointed to their global expert network. As a BCC expert, I engage in consultations with their clients and provide industry insights to support their research in the retail/wholesale, CPG and technology sectors.

Vitagene is an early stage healthcare tech organization that leverages big data from genetics and lifestyle profiles to deliver personalized nutrition, supplementation and fitness solutions, helping individuals achieve their health & wellness goals. When studies failed to correlate genetics with supplementation, business pivoted to providing lab testing as a service.• VP Marketing & Strategic Partnerships from December 2017-July 2018• Growth Advisor from September 2017 - 2020

Xenio is a venture-backed enterprise SaaS start-up redefining the in-store shopper experience through IoT enabled, cloud-based solutions. The technology delivers intelligent, in-the-moment understanding of the customer so marketing, merchandising and field teams can build intimate, profitable relationships with their shoppers and target audiences.I established the Go-to-Market sales plan, pricing model and solution sales approach at an enterprise C-Level. Within the first 6 months, cultivated a pre-launch pipeline value of ~$10M with QSR, hospitality chains and F500 retailers including Walmart, Sephora, Target, Staples, Hyatt. I consistently gathered market intelligence & distilled insights to inform the MRD and technology roadmap. I validated product-market fit and streamlined company’s focus on key solutions into core target markets. I also identified IP associated with indoor positioning services and personalized in-store experiences. Patents pending. Hardware redesign and positioning algorithm fine-tuning to meet market expectations created significant pilot delays and impacted fundraising.• VP Market Intelligence & Strategic Partnerships through January 2017.

CrossCap is a high-growth SaaS solution provider (acquired by Volaris Group). Clients include: Walmart, Target, Dunkin' Brands, eBay, Kohl’s, Best Buy, GAP Inc., Safeway, CVS. I led the Product Management, UIX Design, Professional Services, Account Management & CS teams. I opened 3 new regional offices to support client growth.I owned the development of top-level strategy to deliver short & long-term growth across web and native mobile platforms. I led a geographically dispersed team of 14 full-time employees and contractors. My team and I increased pipeline value by 30% in less than 1 year through the creation of market segment specific roadmaps with a focus on innovation & differentiation. We improved product-market fit with the target audience and expanded the addressable market to include SMB, QSR & retail banking. We brought to market new apps on iOS, released a cross-platform messaging service for use across the suite of products and expanded the analytics product & service offerings. My team and I also established solution design & deployment plans, client roll-out strategies, user training & engagement methodologies and technical support workflows. We developed and implemented scalable processes with a consistent service experience that provided highest client-value at lowest cost; increasing internal profitability up to 7% across accounts while simultaneously improving client success metrics.I led MSA and SOW negotiations for new business and renewals - contract value ranged from $10K-$20M. My team and I consistently surpassed renewal rate goals and new business targets and drove the cultivation & close of new revenue streams within the existing client base through strategic consulting, change management & interface support. I provided executive oversight of project-based teams including PMs, BAs, Dev & QA staff in an agile environment along with matrix management of 20+ client resources during active implementations.

A pioneer in the 'consumerization' of healthcare, DayOne offered classes, health & wellness services, and a curated assortment of retail products for expecting & new parents and their babies. I led the company turnaround; restructured the business model, identified the path to profitability and growth & raised $15M+ operating capital. I had management oversight of all operations. Business acquired in 2010. I developed a staff of 135+ employees and contractors/instructors from the medical, health & wellness and retail professions and rebuilt the leadership team, adding significant industry experience. Coached team through organizational change.My team and I reduced corporate overhead 60%, grew gross revenue by 34%, achieved 20% net income contribution & doubled optional membership sales. We drove consecutive years of double-digit profit increases, each a new company record. Applying customer insights & data analytics to drive the DayOne brand strategy, we optimized the merchandise assortment (6000+ SKUs/150 vendors) and launched a private label offering driving incremental sales and +4 points in IMU contribution. We redesigned the center layout, calendar of classes & events and staffing schedules yielding +25% profit/sq. ft. We improved new center opening costs by 42%, designed a prototype center for roll-out & refined site selection criteria. I led the curation and close of strategic partnership agreements with hospitals and corporations including John Muir Women’s Health Center, Lucile Packard Children’s Hospital, Palo Alto Medical Foundation, medela, AABB, healthychild.org. I also led a redesign of the website framework including site UI, events calendar & ecommerce, and integrated mobile strategies inclusive of a branded iOS app. The launch was supported by SEM & SEO and resulted in tripling user engagement & viral reach and more than doubling the subscriber database in the first 10 months.

American Pacific was a leading marketer & manufacturer of Home Fashions. I was a key member of the Executive Team credited with the business transformation which resulted in a significant liquidity event in less than 24 months (business acquired by Genstar Capital). I led a global team of 60. Team members located in U.S., China, India, Pakistan and Turkey. We increased sales 56% ($200MM), EBITDA 138% and operating return from 6% to 13% through a strategic re-focus of market positioning, product category expansion, and supply chain transformation. I negotiated & secured contracts including Nautica, Liz Claiborne, Kenneth Cole, Roxy, Quiksilver, Dockers, Villager, Candies, XOXO, Elie Tahari, Levi Strauss. And, established brand positioning, product/sales strategy & financial targets for all licensed properties. The re-engineering of our global supply chain lowered U.S. overhead by 25% & reduced lead times ~4 weeks. I led process change and systems enablement to support the new workflow & insure sustained productivity gains. My team and I implemented a comprehensive marketing program utilizing consumer research, GAP analysis & consumer preference testing securing 30-50% market share in targeted accounts including Walmart, Target, Kohl's, Macy's, Costco, QVC, Lowes and Bed Bath & Beyond. With channel partners, we developed sales tools, in-store marketing collateral, promotional product packages & product transition strategies, improving GMROI in key accounts. We launched a consumer website to liquidate closeout inventory achieving a 66% sales/cost recovery rate, $5M in revenue and $1M in incremental profit (annually) while simultaneously improving sales, margin & inventory turnover with retail partners.

I was the first executive hire and assisted the co-founders in launching a B2C online marketplace. I built and developed a cross-functional staff of 20 in merchandising, sales, logistics and customer support. I led by balancing start-up culture with proven business processes. My team and I negotiated supplier agreements, built the supply chain and delivered superior customer service. We grew revenue to +$10M in 2 years during a period of very early web adoption. I played a role in the Series C fundraising effort attracting investment from top tier investors including Visa, Mayfield Fund and Marc Andreessen. When the consumer model failed to scale, I helped re-position the company from an e-tailer to a B2B ASP.

I was a key strategic player in the company turnaround which resulted in a +12% retail sales comp and +8% gross margin reversing a long term negative trend (managed $375M division). I led a team of 12 who were responsible for developing marketing, merchandising and inventory strategies for 600 stores in the United States, Canada, United Kingdom & Ireland and 500+ Gymboree Play & Music Franchise sites in 29 countries. My team and I launched new business categories increasing sales incrementally by $30M in two years with consistent margin results. I was also the executive lead of a cross-functional team charged with the brand re-positioning inclusive of key messages and a logo re-design. We partnered with Pentagram to improve the customer experience in-store and launched an ecommerce website to deliver omnichannel capabilities.

In two years, grew full price sales 26% with a 2.7 improvement in IMU for this post-acquisition Private Equity backed apparel manufacturer. I managed growth from a catalog company with 1 retail store//2 outlets to a +$68M business with international sales through multiple catalogs, 10+ retail stores//outlets and ecommerce. In addition to market expansion, growth was driven through product expansion and supply chain transformation. New categories introduced included Home, Outerwear and Denim. I led the shift from domestic manufacturing to global sourcing/production, orchestrating a highly complex business with several pressure points:- High margin expectation (70%)- Quality/Fashion value addition & lowest cost- Socially & technically compliant factories- High SKU count & low quantity per SKUI championed brand across catalogs, website, retail stores, and in marketing vehicles for both domestic and international markets. I led business development through catalog pagination and circulation, website assortment, in-store merchandising and cross channel promotions.I built and developed a staff of 45 in design, merchandising, production, inventory planning, and customer service.

I was a key contributor to the chain's rapid growth from $50M gross revenue and ~100 stores in 1992 to +$130M gross revenue in 1994 with net income doubling to $14.1M and 200 stores nationwide. Successful execution enabled a blowout IPO in 1993. I was responsible for establishing the merchandise assortment strategy and I supervised the development and execution of seasonal sales & inventory plans and annual P&Ls for all lines of business. I also served as the business led on the evaluation and implementation of a POS System, ERP Solution and CRM platform.I developed and monitored the performance of marketing strategies inclusive of product launch, targeted promotions and sales events. I created sensitivity models for forecasting and to support store opening initiatives, product line expansion and new category introductions. I was positioned as the business lead/project manager for the pre-IPO due diligence process and was charged with adapting business practices and creating financial reports to address the needs of shareholders post IPO.

I developed seasonal sales & inventory plans and turn goals; managed merchandise planning, distribution and open-to-buy for Women’s accessories and intimate apparel ($65M). I was selected to serve on a cross function corporate team charged with identifying and implementing supply chain and pre-pack strategies inclusive of systems and operating processes, to save time and reduce the cost associated with the delivery and in-store setup of merchandise. RESULTS: reduced ~5 weeks delivery time and estimated +$100M annual savings.

I established top line sales and LRP goals for 123 retail stores and 15 factory outlets ($150M), analyzed sales, market share and promotional campaign effectiveness across all product categories and recommended strategies to meet revenue/profit plans. I conducted strategic reviews of the marketplace that led to product introductions contributing 18% net sales to the bottom line & targeted trading areas and stores for the launch. I generated pricing models, sales projections and established the criteria for adoption. I supported the roll-out of adopted products with visual merchandising guidelines, marketing and event campaigns and field training. Managed Go-to-Market across retail, wholesale and catalog channels.I was appointed to a corporate committee charged with defining, developing & piloting a demand planning system. RESULTS: Refined monthly store/SKU sales forecasts improving fulfillment rates from 65% to 95% while simultaneously reducing inventory carrying costs.

I generated trade and consumer analysis to support the development of strategic growth plans & brand acquisitions including; customer segmentation, competitive analysis, external & execution risk evaluation, financial analysis and pricing models. I led the business planning process (AOP), secured buy-in of functional leaders across the organization and conducted quarterly performance reviews by business unit. I designed marketing campaigns and key success metrics, and optimized campaigns against data findings; specifically, identification of best performing media sites, ad creative versions and offers. I facilitated consistent measurement and data reporting across multiple campaigns.I chaired the corporate committee on the research and strategic planning for international expansion, and partnered with Country Managers to develop retail strategy & event plans for new markets. I was promoted to lead merchandising efforts for the Canadian Division post launch. • Internship Program: 1987-1989.