Joined Advisor Group to transform their data into meaningful information and bring effective insight to the Operations functions. Responsible for centralized services including Analytics, Training, Knowledge Management, Workforce Management and QA.• Starting from a largely blank slate, tapped into multiple operational systems including SFDC, home-grown ticket / workflow applications, ACD phone systems, and third-party solutions to build a comprehensive, integrated, and harmonized data repository housing detailed operational data• Forged relationships with internal partners and recruited an analytics team capable of quickly developing an understanding of business processes / outcomes, accessing & assessing operational systems, and creating meaningful insights & reporting from the data within• Engage with operational leaders to understand the individual functions, dissect performance parameters, and enhance operations performance measurement with automated and robust interactive reporting o Core ticket lifecycle management – SLA, cycle time, automation adoption, outlier / defect surfacing o Call center effectiveness – ASA, agent performance, call drivers, frequent callers o Agent productivity – activity monitoring, throughput, shrinkage, performance scorecards• Leverage analytics team to critically assess operational performance, identify improvement opportunities, and guide the team in the crafting and developing improved approaches• Manage operational / demand forecasting and develop approaches to improve schedule / resource delivery

Providing analytic and reporting consulting services, notable engagement highlights:• Spearheaded development of an integrated data and reporting solution for a Minneapolis-based medical device manufacturer’s global supply chain organization• Standardized core metric definitions across semi-autonomous business units to combine data from multiple ERP systems into a singular source, harmonized around key product, customer, and order dimensions• Leveraged HANA, SQL Server, and Oracle systems to develop a reporting suite built on Power BI

Expanded scope to include complete strategic and operational responsibility for delivering quality and process improvement programs across the Customer Experience Organization including program management function (ePMO,) training teams, and embedded technical resources. • Created a “Customer Health Scorecard” by distilling predictive client factors from statistical modeling, field feedback, and advertising performance into a simplified user-friendly view, deployed it into Sales and Customer Service operations to enable proactive treatment, and integrated it with Salesforce.com • Identified critical drivers of new-customer losses and partnered with Finance, Operations & Sales to institute new credit policies & on-boarding approaches cutting new-customer churn by 50%• Implemented a structured approach to program management by integrating analytic capabilities with program leadership, applying DMAIC principles with standardized frameworks & tools, and establishing cross functional “tollgate” reviews to ensure consistent and unified delivery of programs reducing defects – ultimately increasing project completion by >50%• Various program accomplishments include: establishing a new sales-assignment processes to effectively eliminate “orphan” accounts (a major driver of churn,) targeting root-causes and exceptional handling times to reduce client case volume by 25%, and creating processing standards that reduced customer claim payments by 30% while improving satisfaction

Recruited as a direct report to the Chief Experience Officer (COO) of a $2B digital advertising company to create an analytics infrastructure, build an advanced business intelligence team, & use insightful analysis to infuse data-driven decision making into the organization. • Built a high-skill analytics team charged with measuring performance across all customer-facing operations and using data to identify opportunities to improve customer retention – engaged outside analytics services (e.g. Mu Sigma) to augment internal capabilities while team skill level matured• Leveraged multiple existing data warehouses, operational systems and automation tools to create a client oriented data-mart allowing better data mining and previously unavailable levels of analysis & insight around client behaviors and outcomes• Built and automated a closed-loop NPS solution that saved ~$500K annually while dramatically increasing analytic capabilities and ultimately generated a Customer Service NPS increase from -30 to +10 • Simplified & standardized operational measurements and deployed automated online delivery of reporting using SharePoint, SQL-Server & MS Power BI capabilities to provide highly visual & easy to interpret reports allowing extensive drill-down & research capabilities• Partnered with business to establish an effective Ops Review cadence for CXO operating teams integrating variance driver analysis into assessments allowing the team to more effectively evaluate results, surface opportunities, and determine action plans• Developed sophisticated predictive models for client churn (survival analysis) that provided better forecasting of customer losses and identified key cancel drivers, then deployed programs to address root causes that drove $80M in improved customer retention

Director of Channel Marketing (Demand Generation) 2011 – 2013Director of Marketing, Internet Solutions 2010 – 2011Joined the leading provider of customer relationship management software to nonprofits as Director of Marketing to expand the commercialization of bundled SaaS solutions and drive growth in internet-enabled offerings. • Established a core team focused on refining Blackbaud’s development & sales of bundled, cloud-based versions of their technology supporting online fundraising for small to mid-sized clients within the General Markets Business Unit and subsequently increased scope to include all Product Marketing within GMBU• Expanded, developed, and structured the Product Marketing team introducing a “playbook” structure to define and present product positioning & value proposition while developing overall marketing strategies to exploit growth opportunities and increase penetration into customer base• Created and launched a competitively priced SaaS version of Blackbaud’s core financial management solution supported with dedicated marketing campaigns to build awareness & generate interest• Produced 20%+ year-over-year revenue growth in internet offerings by updating & refreshing critical offering bundles to better align with market needs• Promoted a team member to take over Product Marketing and transitioned to run the Channel Marketing team, assuming responsibility for overall multichannel demand & lead generation and conversion & acceleration program results• Developed channel marketing team by constructing repeatable and sustained lead generation processes with improved analytics focused on lead creation, pipeline & conversion rates• Increased investment in marketing automation solutions (Marketo & Eloqua) to enable continuous marketing strategies and deploy efficient lead-nurturing strategies – doubling the number of suitable marketable contacts through a combination of content marketing efforts and focused contact acquisition

Strategic Account Development Manager 2006 – 2010Manager – Strategic Pricing & Analysis 2004 – 2006Strategic Business Analyst 2003 - 2004Joined Worldspan after business school as part of a new team focused on sophisticated analysis of complex, customized IT Services transactions. • Served as lead analyst on multiple non-standard content & alternative distribution transactions – shaped deal structures, built extensive financial models, determined pricing, & set performance metrics• Promoted to run and expand the strategic analysis team - recruiting, training, & developing a staff of MBA-level analysts responsible for providing decision support for distribution and IT solution sales covering over 200 airline customers and more than $500M in annual revenue• Created and deployed a standardized global pricing tool, reducing time spent by Sales on routine transactions & increasing their capacity to focus on more complex, strategic transactions• Selected by CEO to lead the team creating long-range financial models supporting a successful $800MM debt restructuring transaction• Managed Worldspan’s overall commercial relationship (distribution agreements & technology solution sales) with American Airlines and several large agency accounts, worth ~$120M per year• Developed opportunities to extend Worldspan’s offerings and strategic relationships by working with third-parties to develop new revenue streams, building & supporting business cases to the CFO, and introducing offerings including recasting an internal automated ticket reissue solution as an independent multi-system product and selling it an agency customer for ~$2M / year• Following merger with Travelport, led the team standardizing sales programs, processes, and contract language for the combined entity resulting in a cohesive set of processes that automated basic contract generation, reduced inducement expenses by $500K per year and corrected a long-standing billing flaw leaking $250K each year

Project & Process Management: Spent summer internship helping launch a new business venture• Planned the development, created the training materials, and designed the workflows to establish the first internal team to provide support for a Coca-Cola Marketing website (www.cokemusic.com)• Interviewed Promotions and Marketing staff to create process maps and cost-savings models supporting the call center’s migration from proprietary mainframe workflow applications to Siebel

Recruited to CFN by a former manager to join a startup company with virtually no metrics or reporting and create a comprehensive performance management program. • Built and managed a department responsible for tracking, analyzing, and reporting operational effectiveness and financial performance to executive management and the Board of Directors• Conceived & deployed CFN’s first data warehouse including scope definition, vendor selection, and extraction, transformation, and loading (ETL) to source data from disparate systems and departments• Worked with the CFO and executive committee to develop framework and metrics to evaluate financial and operational effectiveness, then implemented processes and automated reporting to monitor• Developed models to predict revenue, transactions, and staffing levels supporting fund raising initiatives, helping to raise over $100M in venture capital

Call Center Operations & Analysis: Managed staffing, scheduling and service level delivery at four call centers• Led scheduling teams at each location and used Geotel and Lucent G-3 switches to load-balance call volume across four call centers, 20 skills segments, and 800 sales counselors to achieve an SLA of 85% of calls answered within 15 seconds• Managed the rollout of the TCS scheduling system for the sales division – Supervised the national training of users, set functional requirements, and tested the effectiveness of the new system• Developed and piloted a new sales-oriented counselor measurement system - Created metrics, set performance targets and built databases and reporting mechanisms to implement the program