The Global Digital Transformation team's mission is "Listen, inspire and influence to drive actionable transformation, deliver operational excellence, and accelerate business growth". This team includes Digital Transformation (focused on AI-driven business, process and experience transformation), the Business Value Group (focused on business value/ROI assessment and value realization quantification), and Analyst Relations & Market Intelligence (focused on Sprinklr's positioning within the Analyst community as well as digital transformation research). Together we empower enterprise customers through leadership, insights, and value-driven services globally.

In my role as VP, Customer Engagement and Market Intelligence, I led a team tasked with Customer Marketing, Market & Competitive Intelligence, and Analyst Relations, while serving as a Chief Evangelist for Sprinklr. Together we were able to• Engage with over 130 of Sprinklr’s largest customers in “art-of-the-possible” and new business meetings• Increase customer references YOY by 300%• Increase customer stories published on Sprinklr.com YOY by 350%• Create and launch Sprinklr’s first Customer Council – we now have a well-established global cadence of councils• Create and launch Sprinklr Stars, our Customer Advocacy program• Create and launch our annual Sprinklr Unifiers Customer Awards• Increase reach of customer marketing on social media by 172% and engagement by 114% YOY• Launch Sprinklr’s first industry-specific benchmarking series• Increase industry analyst mentions of Sprinklr by 84% YOY• Achieve leadership positions in all Forrester Waves™ and Garter Magic Quadrants™ enteredDuring this time, I also helped to take Sprinklr public as core IPO team member - S1, customer stories, investor presentations and more.

Leading a team of great people to help build out Sprinklr as a brand, drive up-sell and cross-sell opportunities, and create effective enablement content for Sales, Inside Sales, and Customer Delight.

We live in the age of the modern customer. Consumers are connected like never before. Global brands are reacting and driving digital transformation across the front office. I am accountable for leading Sprinklr's efforts to productize value delivery by ensuring we are consistently and clearly positioning, discovering, selling, demonstrating, implementing, and realizing value in digital transformation to these leading brands across the globe.

With the increasing number of social and digital channels, customers have more options and control than ever. But most large companies are not prepared for this complexity. To deliver better customer experiences, businesses must engage with each of their customers – at scale – across channels, teams, business units, and regions. We’ve created a new class of enterprise software that helps employees across the front office come together and engage with customers through one integrate-able, unified, collaborative platform. With Sprinklr, brands can truly know their customers – not as data points, but as people. With deeper, richer context across touchpoints, organizations can seamlessly craft meaningful experiences customers will want to share with others.Our mission is to turn every large brand into a loved brand. Critical to this mission is how we bring our products to market; and our customers to our products. As VP, Platform Marketing and Education, that is my responsibility. My team focuses on adoption and usage. From explaining the "so what" to the "here's how", we partner with Product Management, Sales and Marketing to help prospects and customers understand and realize value of our platform in their CXM business.

As VP, Products and Solutions Enablement, I led a team of solutions managers, marketers and subject matter experts to enable Sprinklr customers to maximize the value from our platform, and to equip our customer-facing teams with the right information at the right time to sell and deliver this value.

• In my role as Program Director, I was responsible for defining the global strategy for Nike's experience management platform: from targeting digital content to content creation, asset management and localization and finally to omni-channel publishing and measuring campaign success.• Today's consumers expect the best of Nike on their terms. My role spanned both scheduled and triggered targeted communications to meet these expectations across social, in-app, email and .com. • As with many large, complex Fortune 500 companies, sometimes our workflow can be more "work" than "flow". I focused on putting the "flow" back into workflow by driving an integrated system that connects internal and external services to a common technology backbone.• Insights trump data. Actionable dashboards are better than static, summary "billboards". In my role, I was responsible for bringing insights as close to the work and decision-making process as possible.• Last but definitely not least, at the end it all comes down to people. At Nike we wanted our tools to facilitate human relationships, to be smart, to focus on the point of experience (not necessarily the "point of sale") and be inspirational (yes, internal tech can be cool). I lead Digital Brand's strategy and requirements for collaboration, task management and process monitoring to meet these needs.

• In my role as Platform Director of Unified Communications, I lead the global technology strategy and delivery for Nike’s platform for two-way, cross-channel communications with our consumers.• In less than 1 year, the team delivered a fully integrated communications system across social and Nike apps.• Our business stakeholders benefit from a seamless platform that integrates into translation services, audience segmentation and management, first party and third party communication services, consumer services utilities, and raw data sources to simplify reporting processes. All on a platform with a consistent Nike user experience and interface.• Our members and consumers benefit from personal, premium, seamless service delivered consistently across apps and social. The platform enables Nike to target content and services to our most active members and it helps us understand their cross-channel conversation history so we can route them automatically to a Nike resource who will serve them in a timely, personal fashion.

Global Digital Program Manager responsible for:• Nike Inc's worldwide social community management platform.• Driving process and efficiency improvements by partnering with Digital Brand, Customer Support and eCommerce to help them achieve their social engagement, response and conversion goals.• Working with business stakeholders, product managers, architecture, and engineering directors to create and maintain a digital roadmap for Nike's community management capabilities.• Delivering features and functions based on vendor roadmaps.• Keeping up-to-date on latest digital trends and global social platforms. Determine how they might influence our business processes, tools, and systems to reach, engage and service our consumers• Building relationships across Nike to represent the Digital Community capability vision & pull in the help needed.

Assisted Kryptiq Corporation (www.kryptiq.com) in its 2013 strategic planning process:• High-level external review of market dynamics• Internal review of strengths and weaknesses• Facilitation and leadership of planning sessions and strategic offsite

• Accountable for leading corporate marketing, product marketing, product and solutions design/management, professional services and customer support.• Full budget responsibility for a combined $4.4M budget and 25 full-time employees.• Restructured Marketing group and established time-to-market processes, accountabilities and feedback structures. Results: annual qualified leads generated grew to 12,000 (YOY 270%) while cost/lead decreased by 56%.• Rebranded Learning.com: launched completely new www.learning.com on time and 30% below budget• Established and communicated new corporate verbal identity and messaging framework.• Transformed Product Management to a services-led solutions focus: established roadmap reviews, metrics and facilitated cross-communication with Development, Marketing and Customer Support.• Designed the learning.com platform to increase user connection and participation: 200% increase in user-generated content to over 15,000 items created, reviewed and rated.• Developed and launched Professional Development and Services packages based on customer lifecycle analysis. Resulted in 25% YOY revenue growth.

• Responsible for the channel managed services business: vision, product road-map, tactical services offering development, deployment and management.• Services Platforms included: managed print services, business transformation services, and education services.• Full P&L responsibility for all services through this channel in the US: overall annual program revenue grew by $16M in 2 years.• Led all services marketing activities: marketing plan and budget, channel partner website, program collaterals and digital assets, pricing, sales tools, training and certification.• Developed third-party alliances and strategic business partnerships to establish relationships within the channel.

• Part of the 3-person Executive team that took the company from $160K to $3.4M in 2 years.• Led all strategic planning activities, creating and implementing a product design to market launch process, re-engineering the supply chain to enable the transition from a few small, specialty-oriented accounts to multiple large, departmental customers running EDI.• Responsible for all HR and Finance activities within the company: monitoring key metrics, financial budgeting & forecasting, payroll, A/R and A/P, financial reporting to key investors and business partners.

• Regional finance partner for budget planning and monitoring for Xerox Office Europe• Monitored and reviewed key financial and performance metrics with country directors.• Established a new marketing budget tracking tool, greatly improving management’s visibility and control over marketing budgets and spend.Countries of responsibility were Benelux, Switzerland, Austria and the Nordics

• Regional finance partner for planning, forecasting and management for Xerox Office Europe (10 countries total)• Monitored and reviewed key marketing-financial metrics with country directors.• Established a new marketing budget tracking tool, greatly improving management’s visibility and control over marketing budgets and spend.

• Managed and lead a team of e-marketing and operations managers to fulfill business objectives and commitments for www.freecolorprinters.com. Results: grew printer sales by 50% and revenue by 75% over 9 months.• Managed multiple cross-functional interfaces, leveraging interpersonal skills to successfully manage supplies and printer backlogs and to improve the internal perception of the FreeColorPrinters.com program.• Established online risk management and greatly improved credit controls through process and system analysis, external partnerships and industry benchmarking. Results: unprecedented bad debt recovery and improved bad debt avoidance.• Managed the creation of marketing and e-commerce plans through a pre-determined review, planning and communication cycle. • Developed new product introduction plan: product offering definition, positioning, promotion and messaging, as well as pricing of supplies.

• Managed new product introduction activities relating to color supplies and media within Xerox OPB worldwide: product offering, pricing, messaging, packaging, and artwork. • Established effective cross-functional relationships at multiple levels within the OPB organization, including logistics, finance and order management within a short time-frame. • Planned and forecasted worldwide supplies revenue for the division and presented supplies outlook to upper management. Forecasts were consistently within 10% of actual results on a quarterly basis

Led a product innovation, development, testing and quality assurance growing the business by $5M while saving costs.

• Directed corporate business projects within a Japanese-German joint venture requiring open and clear definition of corporate vision and project objectives/milestones as well as project management within a diverse team environment.• Led and managed the implementation of a new Oracle®-based order management and sales operations system through current state analysis, gap analysis and development of a suitable business model. Extensive cross functional involvement with internal departments, as well as external software partners.• Managed marketing communications both locally and internationally, coordinating company-internal activities with external advertising agencies.• Managed direct international sales for office paper products including market analysis, target customer definition, and product presentations at customer facilities. Results: New business opportunities in the target markets increased 25% year-over-year.