You want to grow sales into the future, but don’t want to rely on an old, outdated model to get you there. With our multi-skill set fractional team, we build an ROI-proven recipe (from demand gen to sales enablement, all leveraging a strong MarTech stack).Our Sweet Spot:B2B 5M - 200M Annual Revenue Has a sales team of 2+ associates Highly considered purchase High ticket priceReach Simcha at (513) 604-9741 or simcha@swivelteam.com

Cincinnati USA Regional Chamber and American Marketing Association Cincinnati collaborate to connect CMOs who understand and share the unique challenges of leading and developing successful marketing strategies and teams.

RESULTS: Developed the strategy and roadmap across sales and marketing to transform customer generation and take LEI into its next-level future growth plans. How? 1. 3-Year Plan with Marketing Budget and ROI Forecasts 2. Foundation Around Tracking Results from Prospects to Sales 3. Unique Differentiated Messaging Test Strategy with Various Concepts in an Industry that is a “Sea of Sameness” 4. Fresh Customer Experience to Differentiate LEI5. Launch Plan for MarTech Stack + Salesforce CRM Nationwide 6. Tighter Alignment Between Sales and Marketing – E.g. Process for Connecting Prospects to Sales More EfficientlyAbout LEI: 33 Locations Nationwide

RESULTS: After multi-year, double-digit decline in appointments and sales, drove an increase in appointments YoY of 16%, leading to an increase in sales of 12%, all while reducing cost per appt by 10%:How?1. Built a tighter alignment between sales and marketing2. Defined and launched a new MarTech stack + Microsoft Dynamics AX CRM 3. Deployed first-ever BI reporting for execs, marketers and sales4. Created a framework for driving success long-term across in-house and external resources of 30+ people

With over 500 members in the Greater Cincinnati/Northern Kentucky area, the Cincinnati AMA is considered the place to tap into marketing know-how, learn what’s hot in marketing today and spur professional development. Learn more at http://cincinnatiama.com/

Our Signature Speaker Series for 2013-2014 was a HUGE SUCCESS – because of my dedicated volunteers and board colleagues. During the 2013-2014 Cincinnati AMA year, the chapter:• Increased event registration revenue by 47% from the previous year - from $17,267 to $25,378! • Increased event attendance by 39.4% from last year – from an average of 71 to 99! Three events had an attendance of over 100 – Google, MarketingProfs and POSSIBLE. The attendance average was higher than each of the past three AMA years.• Survey rating improvements on Speaker/Topic/OAR, networking and food vs past years.

RESULTS: 27% growth YoY + healthy sales and operations alignmentHow? 1. Improved alignment between Sales and Operations by (1) identifying process, ownership, and collaboration points, (2) defining and hiring a new Implementation Manager role, (3) encouraging generally a culture of collaboration and learning.2. Rebranded organization from HUMACare to IronRoad including brand strategy, visual identity, brand standards, website, sales toolkit, open house event, and other marketing vehicle assets. 3. Initiated sales effectiveness and conversion rate optimization efforts via (1) a clear go to market strategy, (2) restructured commission plan to motivate behavior towards new go to market and profitability, (3) new KPIs, (4) pricing standards, and (5) Sales Summit formalized training.4. Launched multi-touch lead generation, leveraging telesales, direct mail, email marketing, and content marketing. 5. Developed first-ever comprehensive sales metrics dashboard with key performance indicators (KPIs), allowing for visibility to prioritize resources.Left to work for my old boss at Champion Windows.

RESULTS: 22% growth YoY among Direct vertical.How?1. Built the framework for shifting marketing to becoming a revenue-generating engine. 2. Doubled the marketing team over 1 year. 3. Deployed strategy and roadmap for MarTech + Salesforce integration and maximization. 4. Developed first-ever Growth Dashboard for execs, sales, and marketing.5. Developed plan for marketing staffing and doubled the marketing team over 1 year. Company was acquired and CRO and VP Mktg eliminated.

RESULTS: 33% Growth YoY with no additional sales reps. Increased the proportion of inbound leads from 30% to 60%, which close at 3-5X outbound. The remaining 40% of time was focused on leads that close at 6X the rate of the original random outbound efforts. How? 1. Shifted the marketing department to becoming a revenue-generating engine for the business. 2. Doubled the marketing staff from 3 to 7 people, hiring and onboarding first-ever skillsets on the team.3. Led a first-ever full MarTech stack launch and pioneered use of Big Data, resulting in 52% year-over-year inbound lead growth by leveraging website, product application, email marketing and social media.4. Initiated and partnered with sales to identify “Best Prospects” and “At Risk Customers”, increasing close and retention rates.5. Increased outbound close rates 600% by shifting 45% annual effort (over 30K companies touched annually) through Sales Enablement strategies.6. Defined new strategies to attract, convert, nurture, and close customers.Began as Digital Marketing Manager and promoted to Director of Marketing within 1 year.

While at the Jewish Federation of Cincinnati, a core group of managers participated in this high-impact leadership program, which was one Friday per month for 9 months and weekly meetings with a personal coach. My personal coach was and continues to be Bill Fee, retired GM of WCPO. While geared towards non-profits, leadership skills were a strong focus: - Improved emotional intelligence through learning, coaching, and practice. - Learned to run organization more effectively and efficiently by mastering leadership techniques and management tools. - Identified a personal mission statement.- Developed ability to build capacity through board education, strategic and financial planning, improved management systems and the ability to maximize current funds.

Began as Marketing Account Manager and promoted to Director of Marketing within 1 year. • Oversaw marketing direction of the organization, which raises over $7 million annually, including strategy, branding, research, product development, and marketing plan development. • Managed a team of 3 managers and an intern; developing and launching first-ever performance review process adapted throughout the organization. • Optimized return of business partnerships by selecting, leading, managing, and evaluating marketing agencies and partners. • Gained reputation as the “go-to results-driven” team member by CEO when functioning as a change catalyst for the organization’s repositioning in 2012. Key member of Management Team for the most in-depth, disciplined strategic planning process, including SWOT development, new mission statement, and staff brainstorming. • Restructured Marketing Department and allocation of resources. Resulted in clarity of expectations, discontinuation of one signature 5-year program, reduced costs, and gaps filled on strategic areas of need.• Led first-ever organizational rebranding in partnership with LPK, including market insights, brand strategy, complete implementation, and launch at the organization’s Annual Meeting in May 2012. After only 6 months, resulted in 15 percentage point increase in positive perception of the organization. • Developed robust communications strategy for improved effectiveness and delivery of brand promise, including social media, email, web, local marketing, and public relations. Created a new yearly advertising campaign calendar with monthly brand messages. Led the revamp of the website www.jewishcincinnati.org with ongoing standards, analytics and testing in place for continual optimization.• As a management team member, conceptualized, created, and coached CEO to present multiple presentations for major stakeholders, increasing the positive impact of the organization.

- Initiated and strategically formed team of five superb MBA program classmates to participate in 2010 ACG Cup MBA Competition.- On January 27, our team was selected out of 7 UC teams as the winning team to represent the University of Cincinnati as we go into the final round against Xavier University and Miami University.- Dr. Robert Dwyer, Academic Director of MBA Programs at UC, indicates that our team "earnestly and humbly sought to serve the prospective client as a team of professionals -- with creativity and analysis that was fundamentally sound."

• Managed $1MM+ budget by leading marketing mix elements, including product and promotion, guided and evaluated external agencies. Built retail brand equity and experience in 1,100+ nationwide stores.• Developed and seamlessly implemented primary advertising vehicle strategy with an expected ROI of 375%+. Increased exposure of stores advertised by 150% with zero budget impact by proactively recommending and gaining approval on a key advertising strategy adjustment. • Led first-ever print campaign; accelerated annual profit growth by a forecasted $800K+.• Guided and gained approval on e-marketing, pay-per-click, and fixed fee website test strategies with use of web analytics, resulting in annual estimated profit of $1MM+.• Selected as "Marketing Team Member of the Year" in 2009 by VP of Marketing for “showcasing the customer value of increasing the investment in the Yellow Pages, a marketing vehicle oftentimes considered a cost of doing business.”

Sole Procter & Gamble Project Director for Skin Care division, proposing and overseeing all facets of qualitative research projects. Responsibilities included management of all logistics for both domestic and international qualitative research projects including facility bidding and selection, moderator identification, budgeting, scheduling, and recruiting oversight. Developed and maintained relationship with P&G Skin Care marketing managers, with P&G representing 60% of IUU’s business and Skin Care serving as a significant contributor to both the top and the bottom line.