Thought leader/speaker for the O.C. Tanner Institute to develop and disseminate its research findings and intellectual properties across a variety of public-facing channels to help inspire HR leaders to implement new ways to help people thrive at work through genuine recognition and appreciation.

Lead CSM team for largest company account (McDonalds). Coordinate across multiple departments internally and externally with client in driving the partnership through to a successful deployment. Prepare and present quarterly business reviews and compliance meetings, improve implementation processes, build and lead execution of rollout timelines, support development and rollout of training programs, coordinate project plans, and forecast hiring needs. Establish post go-live activities to reinforce adoption and identify ongoing training needs to ensure successful long-term use of Harri software.

Manage the daily efforts, monthly/quarterly metric progress reviews, training, and development plans for a team of nine CSMs across the enterprise and mid-market segments. Team goals included ensuring successful long-term adoption and utilization of Jolt software, driving upsell and raving fan activities, and employing proactive retention efforts. Also directly managed the company's largest strategic accounts: McDonalds and Jack-in-the-Box.

Responsible for the implementation, training, and long-term success of Jolt's largest enterprise client (McDonald's) and its operators. Lead, train, and coach team of CSM's who jointly support and guide individual operators within our largest brands to long-term usage of Jolt's solutions for digital food safety and operational task management.

Primary ownership for the success of Bridge's most strategic accounts, including its largest extended enterprise client. Total book of business exceeded $2M in ACV.

Responsible for the success of key strategic accounts like Swift Transportation, Tesla, SpaceX, Paychex, and Unilever, jointly representing over 10% of the total corporate business. Managed growth of CSM team from 4 to 9 employees while raising team CSAT scores to 96% and achieving customer NPS score of 44. Increased YOY client renewal rate by 14% and improved net revenue retention to over 100%. Built out upsell tracking and client outreach activities, exceeding 140% of 2017 team goal. Helped create and launch Executive Business Review program for clients, exceeding 90% delivery during first year. Built agenda and oversaw registration efforts for first-time user conference, reaching 130% of attendee goal.

Promoted to oversee entire growth division encompassing both Customer Success and Sales teams (11 total employees). Accountable for overall revenue expansion tied to product sales, client acquisition and engagement. Built an improved culture of clarity and increased communication to sales and CSM employees through weekly 1:1's, team collaboration, direct coaching, and team meetings. Initiated new sales path definitions in Salesforce to increase accountability, improve visibility of pipeline and client implementation progress, and upgrade the reliability of reporting data. Tightened oversight of travel budgets, reducing projected 2016 expenditures by 32%.

Re-branded customer success team of six employees to focus on growing existing university client-base; formalized incentive plans, set growth goals, facilitated training on new product releases, and increased performance accountability. Grew rental volume by 59% YOY during Fall 2015 while simultaneously reducing per unit acquisition costs by 25% and increasing return of inventory YOY from 56% to 11% outstanding (80% improvement). Increased YOY same-store textbook retention during Fall 2015 by 28%, boosting cash flow by $450K. Generated $1M upsell revenue during 3-month launch of “Marketplace” with a 50% conversion rate.

Led the Salem Campus team of 15 full-time staff and assisted in supervising the instructional efforts of 20+ adjunct faculty while also being responsible for the overall profitability of the campus. I oversaw all the day-to-day operations which supported the educational pursuits of approximately 500 students. I participated in several leadership committees for the institution: the President's Council, the Strategic Planning Committee, and the MLP Steering Committee (MWC's leadership development program). I also co-chaired the Financial Resources sub-committee as part of the institution's regional accreditation 2011 NEASC comprehensive self-study.

Responsible for overseeing strategic projects, as directed by the Regional VP of Operations, for Kaplan's largest ground institution, Hesser College. Projects included: (1) conducting extensive data analysis to guide strategic decision-making related to pricing, programming, physical facilities, and student offerings, (2) creating a dynamic 3-year pro forma for financial consideration of various strategic initiatives, (3) organizing and compiling a SWOT analysis to help lay the groundwork for a new strategic plan for the institution, and (4) developing an 18-month forecast for the Medical Assisting program to guide programmatic decision-making related to admissions, expected externship needs, and regional job outlook within the industry.

Successfully completed Kaplan's Director Development Program, gaining exposure to campus operational functions including: admissions, finance, academics, career services, compliance, and accreditation. Program participation culminated with a presentation to executive management of analysis and research findings related to best practices of "Creating a Culture of Managing Forward".

Managed the profitability, strategic marketing, curriculum development, and logistical efforts of 160+ annual software training seminars. Recruited, evaluated, coached, and coordinated the efforts of 25 seminar instructors throughout the country.

Business Management Program (2007 - 2008)Hospitality Management Program (2005 - 2006)

Responsible for economic development of local tourism industry by managing all sales efforts with convention and event organizers for the corporate, association, education, and government market segments.

Worked as Brazil Country Director to lead HELP-International in its initial entry into Brazil. Established partnerships with various NGO's throughout Fortaleza, Brazil and led volunteer team efforts in providing ESL courses, micro-finance workshops, and self-sufficiency trainings.

Generated sales of ArcView-based GIS transportation software to K-12 school districts.