In addition to being the PM over Messages, I was given a few additional products to manage directly: Reviews, Email, and Fax. I also now lead a team of two other PMs. My initial assignment included Payments and Analytics, and now the PMs on my team are responsible for Phones and Phone Devices.

At Weave, I lead the Messages product, which powers a core pillar of the Weave platform by enabling small businesses to easily communicate with their contacts via SMS - this includes manual texting, appointment reminders, review requests, patient recall, and more.Additionally, I'm leading out the internal product management training for continuing education of other PMs. I'm also the dental vertical lead for an initiative to grow Weave's business by industry.

After working on Entrata's revenue management products for over a year, I was given a few more responsibilities in addition to Pricing and Student Pricing. These products include: SiteTablet (iPad leasing and property management app), Facilities (desktop and the iOS/Android mobile app), InspectionManager, and general mobile strategy for the company.I now work with three disparate cross-functional product teams to solve problems for unique users while managing five product backlogs. This eclectic set of products allows me to work with products in various phases of the product lifecycle. Pricing is a high price point product with rapid growth and a nacent user base; SiteTablet is a mature, niche product with broad adoption and moderate usage; Facitilies and InspectionManager are close to the Entrata Core offering with a massive user base, heavy usage, and a flood of user input to manage.Lastly, I'm working with executives to form the future strategy of mobile at Entrata in order to enable users to get the most important tasks done on-the-go in a way that can be feasbily resourced internally.

I manage Entrata Pricing - a revenue management offering for the multifamily industry. I'm working cross-functionally to improve this legacy product in order to compete more effectively with long-time industry incumbents. I'm also leading the development and launch of Entrata Student Pricing - a product expansion built from scratch for the adjacent student housing vertical. Student Pricing is an industry-first and I've led the early discovery meetings up through the current launch phase.My role at Entrata is to own the vision and strategy of my products, prioritize the roadmap, convey product requirements concisely and completely to our offshore development team, speak with clients and partners most days of the week, and align and collaborate with various internal departments, including development, user experience, consulting, marketing, support, customer success, and sales.There is a significant product marketing element to my role in the form of setting the product-level pricing strategy, product positioning, garnering case studies and other forms of client engagement, spearheading the messaging and content for internal and external audiences (see attached spec sheets), and leading all go-to-market efforts.

This role was new for the Church and I was tasked to manage all technologies related to digital marketing - social media, SEO, analytics, email, personalization, and testing. I was the leader of the discovery and requirements gathering phase, the ultimate decision-maker for which system was selected, and evangelized capabilities throughout the myriad departments of the broader Church organization.I strove to solicit input from end users and stakeholders, to make wise decisions that balanced short-term and long-term needs, to collaborate closely with team members in IT and operations, and responsibly conserve resources by asking the right questions, even when doing so was difficult and inconvenient.In my time in this role, I consistently pushed for cost savings whenever possible, retired unused technologies, and pioneered new systems required for emerging areas. These systems affect every department of the Church, totaling 30 software products used by over 800 employees in 13 departments and 14 international areas.

After being in PM for one year and being involved in a wide variety of projects, I decided it was time to take on more of a traditional PM role and run a segment of the business. I moved to the Application Security product line, focused primarily on code signing.A new cloud-based method of conducting code signing, Secure App Service, was approaching its first major release, so I was made the point person for all go-to-market activities. Since this was a new technology that wasn’t offered by any other security company in the world, there were several unique challenges to solve, including training sales teams globally, contributing to the positioning and messaging process, crafting a pricing model that made sense, establishing support flows, and more.Given that the product was in its early stages and I was interested in understanding the market’s feedback, I was the de-facto SE and SME. I conducted scores of customer meetings to explain the product and to deploy the service when Sales closed a new order.Experiencing the go-to-market motion and hearing the input firsthand were tremendous assets as a product manager – my ability to effectively mold and shape the roadmap and to make the business case for enhancements increased dramatically from this “outside-in” approach.

Through the relationships I established and cultivated while in Finance, I transitioned to the Trust Services business unit to be a part of the R&D organization. I was tasked with three roles: strategy, analysis, and Chief of Staff. Much of what I did was ad hoc and included a diversity of requests and various audiences, but a few projects are of particular note.I was tasked to co-lead the emerging markets initiative where we were experimenting with various strategic approaches and go-to-market tactics in targeted countries.Shortly after joining the group, I recognized there was a lack of grassroots collaboration – there wasn’t an effective channel by which most employees could contribute ideas. So, I secured buy-in to run an Innovation Competition to increase the flow of ideas at all levels, across all functions.In order to continue the influx of ideas, I took over ownership of the PM intern program, implementing additional rigor to bring in highly-sought candidates from top MBA schools for impactful projects.

Symantec acquired VeriSign, Inc. in 2010 and named it Trust Services. I was assigned to be the go-to Finance contact for this business unit and worked with senior management on a variety of initiatives, including key cost driver analysis, global pricing, and competitive analysis.Perhaps the most impactful project I led was creating a full P&L for the business – something that had been lost in the integration process. I worked with the various functional leaders to determine what the needs were, persuaded Symantec Finance why this was critical to ongoing operations, and presented findings to various leaders from the business unit and Finance. Over time, the process was made more robust and more refined, addressing the ever-changing needs of a dynamic business environment.

As a part of the Class of 2011, I was thoroughly involved in the graduate school experience. I chaired the committees that planned and carried out the opening and closing socials; each event was attended by over 300 students, family members, and faculty. I was then voted by my peers to be on the event planning committee which was responsible for realizing five large class events in order to facilitate networking amongst MBA students.I was subsequently elected to serve during the 2010-2011 school year as the Executive VP in the MBA Association, the main student governing body for the program. In this capacity, I oversaw seven different functional groups to facilitate various student and family functions, all aimed to create class cohesion and empower each MBA candidate to build his or her professional network. I was also a mentor for five first year MBAs and help each of them become better prepared for the job search process, including resume polishing, interview techniques, and effective networking. Lastly, I was awarded merit scholarships in each semester by the Marriott School, including the Director's Scholarship in my last semester for my extracurricular involvement.

I worked on the Global Finance Transformation Project as a part of the Integrated Performance Management Team (IPM). My role included becoming proficient with a new SAP software package called Business Planning Consolidation (BPC) and with Coke's forecasting processes. With this knowledge base, I designed and built standardized reports to facilitate the Transformation Project's goal of making the finance role at Coke more efficient. These reports will enhance the ability of Coca-Cola's planning personnel to support its operations in over 200 countries worldwide.I collaborated with Coca-Cola colleagues from around the globe as well as consultants supporting the Project, primarily from Deloitte. As a BPC power user, I also trained Coke colleagues in Atlanta who were a part of the IPM team and returned to business units overseas to deploy the new set of tools and processes.

Moving into the FP&A group really helped me continue to develop my technical skills and begin to understand that I truly enjoy working cross-functionally.I maintained the company's two core financial databases and honed my reporting skillset. I generated reports for senior management, improved turnaround time for data by 65%, and introduced extensive auditing procedures in order to solidify data integrity sooner in the reporting value chain. I worked collaboratively with many colleagues across multiple business groups.I also shared my passion for Excel by asking to become a corporate trainer on the side. I designed the course curriculum from scratch and taught dozens of classes to colleagues from 17 departments.The net is that I used a data-driven approach with close internal partnerships to identify and implement $1.8 million in revenue enhancement and cost savings. These projects included an analysis of shipping revenue vs. shipping cost and identifying rebalancing opportunities between production facilities.

I started this role as a new activity-based costing method was being developed. I was tasked to manage the single largest cost bucket, freight overhead. I designed and implemented a system that assigned millions of dollars of cost to over 3,000 unique items, providing improved accuracy on the product P&Ls.This jump-started my technical and analytical skills immediately after graduation. The output impacted how the company shifted resources and changed behavior in a positive way across several key organizations.

At Schreiber's main packaging plant, I had the opportunity to conduct a standard cost analysis of the changeover process affecting the entire production line. This enabled management to more accurately allocate costs and have a clearer picture of each product's profitability.I also built a quote tool for Sales which allowed the team to be more flexible and nimble during their customer interactions, resulting in a better outcome for all parties involved.