Provide leadership and strategic direction to a team of analysts dedicated to driving data-driven decision making throughout the organization. Support the marketing team in evaluating and planning promotions, demand forecasting, predictive modeling, and reporting. Support other areas of the company through data analysis, predictive modeling and reporting.

I was recruited to lead the Customer Analytics department of American Girl, a division of Mattel. I led a team of 7, including quantitative analysts and database operations. I rebuilt the department after 85% turnover prior to my arrival. I developed and executed a road map to move the team from “keeping the lights on” to driving marketing strategy through customer insights.I was responsible for developing customer insights through predictive analytics, customer segmentation, customer lifetime value estimation, data mining, and ad-hoc reporting. I was also responsible for data stewardship, data quality, catalog mail execution, and vendor management.I drove revenue increases by improving the methodology for developing two-stage (response and spend) predictive models. Improvements included instituting random sample mailings to provide clean samples to build models and identifying new data or new transformations of existing data.I partnered with marketing to optimize customer behavior through the development of a customer segmentation strategy and the design, execution, and analysis of marketing communication tests. I partnered with IT to improve the quality of data in the data warehouse and bring new data sources into the warehouse.I was the Analytics Track Business Lead on a multi-year multi-million dollar Mattel global project to replace customer facing commerce systems. Project work included defining business requirements, software selection, business process and role mapping, design of data flows between new and existing systems/databases, and system and database testing.I was assigned responsibility for web analytics for 1.5 years where I drove the first implementation of A/B testing on the web site.

I was responsible for revenue generation of the newly opened casino and management of a 16 member marketing team. My responsibilities included marketing strategy development to drive $80 million in revenue, management of $18 million marketing budget, customer service, and oversight of all marketing channels. I was a member of the property leadership team.I led the development and execution of an aggressive promotions strategy that drove trial, drove loyalty card signup, and took market share from competitors. As part of the strategy development we executed competitor “shopping” trips that allowed us to better understand the strengths and weaknesses of our competition as well as their marketing tactics. I also studied our current and potential customer base paying particular attention to our geographic reach which resulted in the identification of three primary target markets. I developed and presented quarterly business updates to corporate senior leaders.

I was the liaison between the business and IT with a primary responsibility of ensuring full understanding and use of the enterprise data warehouse and data access tools. I partnered with the project management team to execute project requests related to the data warehouse. My role was to take an approved project request from one team, identify who else may benefit from the project, then talk to those teams to share details of the project and identify enhancements to the project. The result was increasing the efficiency of a single project by meeting the needs of multiple teams.

I was responsible for revenue generation and management of a 50 member marketing team. My responsibilities included marketing strategy development to drive $145 million in revenue, management of $25 million marketing budget, customer service, and oversight of all marketing channels. I was a member of the property leadership team.I drove the first of several $1+ million revenue days. The strategy to driving that level of volume centered on driving specific customer segments to specific time periods during the day. This had the effect of providing a more steady flow of business throughout the entire day which enabled us to maximize efficient operations of the casino. The strategy also involved executing aggressive marketing tactics through direct mail, promotional activities, and VIP special events.Under my leadership we introduced several new amenities including an outdoor bar/club venue that utilized otherwise idle space, a “party pit” that featured low limit games and a more vibrant atmosphere to attract younger customers, a late night comedy club that utilized otherwise idle space, and a live poker room.I developed and presented quarterly business updates to corporate senior leaders.

My primary responsibility was for direct marketing and internet marketing. I was responsible for driving nearly $500 million in annual revenue. I did rotations where I managed the loyalty card program and entertainment department. I was identified to lead the first multiple property marketing execution team. The initial phase involved merging and restructuring the direct marketing teams at Harrah’s Las Vegas and the Rio. After the successful integration of those teams, I was charged to take over direct marketing responsibilities for Harrah’s Laughlin. I created and executed a cross-property direct marketing strategy for Harrah’s Las Vegas and Rio that resulted in a 40% increase in share of wallet for both casinos. Our research showed that when a customer comes to Las Vegas they visit on average 3 different casino properties. Our goal was to make our casinos 2 of those 3. Through direct mail we were able to drive Harrah’s Las Vegas customers to visit the Rio, and vice-versa, by providing free or discounted rooms, shows, and dining offers that were valid at both properties. I partnered with the hotel revenue management teams at the properties to optimize occupancy. I grew direct marketing rooms nights by 20% at Harrah’s and 130% at the Rio. By putting loyal and higher value customers in rooms we in turn drove increased gaming revenue. I also used the internet to market low occupancy nights at discounted rates which resulted in higher occupancy rates at a lower cost. Internet room nights grew by 100% Harrah’s Las Vegas and the Rio and 150% at Harrah’s Laughlin.

I was the first quantitative analyst hired by the company. I provided value through predictive modeling, a/b testing, customer profiling, providing customer insights, and answering marketing questions. Within a year the decision was made to create an analytics team and I was selected as the team manager. I then hired and developed a team of 4 statisticians and business analysts.I worked with senior marketing leaders to design and develop direct marketing campaign segmentation tools, campaign backend analysis tools, and general business reports that were used throughout the organization. The tools my team developed allowed property marketing teams to operate more efficiently. Instead of spending 80% of time on data processing tasks and only 20% of time analyzing data, the property teams were now able to spend 80% of their time analyzing data which in turn resulted in making better marketing decisions. The tools my team built provided a standardized way of executing and evaluating the business, but allowed flexibility for individual casinos to make adjustments based on their unique needs. I was responsible for building predictive models that were used in the direct marketing campaign segmentation tools. I was also part of building a new methodology for assigning value to a first time customer. The analytics behind this work looked at the velocity at which a customer spent money on their first visit. Based on this data we were able to predict the value of customers on their second trip. This knowledge of customer value meant that we could more accurately target customers with appropriately valued offers to dive a second visit.I also partnered with marketing to provide analytics to support the development of the Total Rewards customer loyalty program. The work of my team and others were the subject of several Harvard Business Review articles and case studies that spoke about the effort and value of becoming a more data centric company.

I provided analytic support in the form of basic customer profiles and advanced statistical techniques such as CHAID, regression, neural network, and cluster analysis to clients in a variety of industries including catalog, telecommunications, banking, credit card, cable, entertainment, and retail. I presented analytic results and recommendations to clients.