Recruited by VP of Corporate Strategy to run a quarterly strategy and business review cycle while developing a process framework to automate manual processes and significantly improve output and efficiency.

Recruited by the Acting CMO to save a strategic product launch; 8X8 Video Meetings, growing the customer base from zero to over 20 million in 6 months. • Increased Bookings from $10k MRR to $40k MRR.• Created and delivered a comprehensive GTM strategy and implementation plan, including a demand generation strategy and content plan, enabling a successful product launch.• Increased SMB pipeline 4x in 2 quarters, leading global project initiative for third party lead generation, to improve lead volume, lead quality and response time to close.• Adoption: went from 18% of all eligible users to 45%. Monthly churn was reduced by $800k.• Led a cross-functional customer churn reduction initiative, reducing customer erosion by over 50% annually. Created a common vision and established common goals and action plan, leading to significantly improved organizational alignment, team cohesion and synergy.

Recruited by the CEO to create and implement operational standards and processes in patient recruiting strategy, reporting, KPI definition and selection, billing, client engagement and project management.• Owned portfolio of 10+ simultaneous customer projects delivering machine-learning powered clinical trial recruitment and advocacy groups partnerships for top pharma clients.• Enabling of $1M in revenue capture, qualifying an estimated 4,000 patients.

Led development teams to design and create the next generation solar panels improving portability, deployability and durability while reducing R&D and manufacturing costs. • Delivered a new residential module: new design enabled 30% margin improvement, via innovative materials and greatly reducing the cost of installation.• Delivered new bifacial module: Created additional $23M NPV for new Power Plan product via first ever commercial bifacial design, leading to Apple’s construction of a 56 megawatt plant in Oregon.

Led cross-functional program assessment, strategic roadmap development, communication plan and organizational resources to enable new cloud-based Asset Management Platform at Cisco. Provided Change Management leadership and delivered implementation plan, stakeholder engagement model, and user adoption plans contributing to Cisco’s ability to pivot into Services, opening new markets and revenue streams.• In 18 months, grew bookings from $23M to a forecasted $39M. • Program delivered $19M in new revenues, with a projected $52M in 3 years.• Grew total market share from 12% to 30% over a 3 year period.• Grew first year Assets Under Management from 0.5M to 32M units.

Consulted at client sites to create and deliver strategic process improvement and implementation plans and then to provide cross-functional project leadership. Developed and delivered the Future State internal Project Management and Process Maturity playbook, becoming a revenue generating product line.Client: Genentech, Inc.• Led a process improvement initiative, delivering a 30% improvement in drug development processes and clinical trial capacity without additional cost. • Delivered a first ever comprehensive drug study process view, leading over 70 global SME’s across 20 different divisions. Uncovered 16 mission-critical process failures and developed significant counter-measures. • Developed the data collection, analysis and feedback roadmap, adopted organization wide.Client: Onyx Pharmaceuticals • Led drug development process improvement initiative companywide, supporting and contributing to the Amgen acquisition.• Delivered a fully operational project, process and metrics governance methodology and playbook. • Delivered a full 1 point Process Maturity improvement in less than 9 months.

Combined strategic thinking with a hands-on get it done attitude. Client engagements to date include hardware OEM partner enablement &integration, business process redesign, and social media consultationDesigned and implemented a new Go-to-Market process enabling the first deployment of a solution networking product by the client. Worked with OEM partners, cross-functional teams and executive stakeholders to enable new market entry on schedule. Recognized with customer award for project successProgram managed business process mapping and integration of first OEM-in hardware partner for leading networking equipment client. Process design, test and rollout was completed ahead of schedule and served as template for future projectsDrove the completion of new global software download capabilities for client, resulting in $10M/yr savings. Gathered program requirements, worked with business and functional stakeholders to develop phased roadmap, and launch first phase in less than 4 monthsProject managed the design and selection of a new licensing entitlement system for client, enabling new sales, marketing and fulfillment models. Gathered key requirements across 10 product divisions, worked with functional stakeholders to integrate into existing process workflows to deploy solution

Directed marketing sizing & planning team for VP of Strategic Marketing providing multi-industry analysis, quarterly segment summaries & business planning support, and new product entry analysis across $1.4B service product divisionManaged division strategic marketing team providing marketing direction, analysis and support for customer, competitor and industry intelligence. Worked closely with Finance, Sales Operations, Product Management and Segment Marketing to align on quarterly market sizing, revenue, and gross margin goalsDeveloped global semiconductor tool model to forecast market trends and leverage as product lifetime value simulator to drive sales account penetration and product development. Modeled future market opportunities as function of current install base and expected industry technology trendsCompletely overhauled internal sales enablement and product marketing web site operations, becoming the benchmark for internal product communications. Redirected focus to communicating product value to the field sales and service via smart content curation. Resulted in doubling of site traffic in less than 3 monthsProvided quarterly in-depth review of all financial, operational and sales performance across services & equipment division to Investor Relations. In addition, produced monthly division ‘state of the business’ reports for executive staff and CEO

Led team developing new product data model and configurator. Mapped product NPI and lifecycle processes, identified key areas for process re-design, drove alignment with product BU's, and delivered process to scheduleDesigned new product data processes to support product development, product master data, product configuration and operations as part of company “Business Transformation” initiativeDocumented current processes, gathered key manufacturing, marketing, and product BU stakeholder inputs via workshops, re-designed existing processes and related IT infrastructure, and drove implementation

Created product marketing plan for internal startup bringing new product to market against entrenched competitor. Project led to successful JV and product launchOwned project business plan consisting of strategic marketing plan, operations planning, and cost and gross margin targets for new process tool with $5M ASP. Tracked alignment to goals and reported out to VPDeveloped NPI product requirements with customers and via competitor benchmarking. Created novel method of identifying competitors’ product marketing strategy via press release dataProject managed the build of first tool prototype used as process development test bed. Drove schedule with engineering, manufacturing ops, and procurement teams on budget despite big challenges

Directed 7x24 engineering and supply chain management support of Intel’s R&D semiconductor manufacturing facility in Santa Clara, covering all Applied Materials manufacturing equipment (100+ tools)Managed spares team forecasting demand, optimizing on-site inventory, and exceeded all internal inventory turns and parts margin goals. Saved $1.2M by re-negotiating client spares buyback programDeveloped data model to predict future spares market share loss based on past customer usage. Used model to propose new spares products and highlight improvement areas for current product offeringsLed large team of field engineers working across several sets of process tools, directly supporting Intel manufacturing and engaged in multiple customer CIP’s, process development joint teams, and escalations