Lead the transformation of customer marketing from a reference program to a pipeline generator by creating a product-led growth expansion motion, building a modern customer advocacy program to fuel peer reviews and stronger executive connections with CIOs and CISOs, and creating a segmentation model and sales playbook aligned to the field organization to unlock expansion opportunities. Create and launch a Customer Advisory Board catering to CIOs and CISOs at Fortune 500 companies to builds stronger relationships and capture Voice of the Customer.

Drive transformation of the global digital marketing team and strategy, to support growth across the portfolio of software and SaaS products and solutions.

Lead the teams responsible for planning and execution of global campaigns used to fuel pipeline and revenue growth worldwide. Work with sales and marketing leaders to gauge market opportunities and deliver campaigns to capture market share through segmentation, differentiated messaging, offers, and coordinated, regionalized execution in the field.

Create the vision, architecture and teams necessary to put data first in marketing planning and execution. This role is responsible for building the platform for measuring marketing tactic effectiveness, and the team responsible for analyzing the data and making recommendations. Through a variety of models (channel attribution, propensity) and market analysis - the marketing intelligence team of data scientists works to predict future pipeline growth, while giving guidance on where to focus efforts (industry, geography). The digital teams including Marketing Automation and Web are then responsible for taking the intelligence gathered through the MarTech stack, and building a personalized always-on digital net, to engage the targeted audience until they mature into a lead.

Digital Marketing without data is ineffective. Combining aspects of Marketing Intelligence, Technology and Operations, my charter is to improve marketing outcomes through the use of data and technology. Reduce cost, improve efficiency and drive innovation across the marketing organization.Initiatives•Design and build a marketing technology platform to be used by data scientists, marketing and sales operations.•Design and build the Commvault marketing technology stack to align with marketing and business strategies, driving innovation across marketing.•As a member of the Marketing Leadership Team, set direction for technology and roadmap for adoption.•Create strong relationships across the business to foster data sharing and openness, integrating other lines of business data and technology into a single data lake and intelligence platform.

As a digital marketing director, my overall objective is to build the strategies behind driving website traffic through paid & organic efforts (SEO/SEM), and to use existing and evolving technologies to convert visitors into leads with a modern marketing technology stack.Highlights:Rebuild Digital Marketing Strategy• Focus on content marketing, and digital engagement across channels (on and off-site)• Design conversion paths on site to turn engaged visitors into leads• SiriusDecisions 2016 ROI Award WinnerBuild Modern Marketing Technology Stack• Transition website to PaaS Cloud • Integrate technologies for uncovering anonymous traffic• Combine web tracking with other intent signals to build lead scoreWebsite Redesign• Create Information Architecture• Manage process across multiple groups and agencies• Review copy, creative, and UI/UX• 300% improvement on targeted keyword landings As technologies change, user experience expectations change as well. What may have been an acceptable UI/UX 3 years ago, is likely dated today. As a perfect example, responsive design is now an expected feature of sites, even for B2B companies like Commvault. As part of a re-brand, my focus has been re-designing the website and information architecture to support the new brand promise. In addition, I'm leading a charter to unify the digital experience across all of Commvault's digital properties - a cross-company project.As a hands-on manager, I'm often involved in reviewing copy and designs for adherence to the brand, acting as Editor in Chief for the website. Besides content, I manage the website technology through a team of developers. Responsible for setting the direction and architecture of the underlying website technology, I've continued to evolve our technology stack to meet the needs of the business. That involved moving into the cloud, and identifying a content management system to meet the needs of our digital marketing strategy.

Manage web properties for a growing start-up in the insurance vertical. The role required transitioning all web development from external consulting firms to a home grown team. This not only cut expenses, but also put control of the development lifecycle back in the hands of the stakeholdes.

Build out a new Silverlight Line of Business application, using Silverlight 4, taking advantage of printing support, web cam integration, etc.

Work on a highly visible project, utilizing a combination of web and windows client related technologies including Async Web Services, XML, XSLT, Linq to XML, Threading.

The Technical Evangalism group is responsible for driving adoption of the Infragistics software by speaking at trade shows and community events as well as getting involved online via blogs, forums or other activities. Additionally, evanglists have the important task of providing feedback from the outside world directly to the product teams, helping to guide features and functionality. As the Worldwide Evangelism Group Lead, my responsibilities aside from the role described above, is to ensure that members of the team who are spread geographically across the world, remain in touch both on a personal and technical level.

As Product Manager for the companies ASP.NET product line, it was my responsibility to drive the direction of the product. In an environment that was in a constant state of flux, it was necessary to stay in touch with the development community to understand exactly what the market requirements were as they changed quickly. I was responsible for steering the product through an important stage, as Microsoft announced and built "Atlas" which later became the ASP.NET AJAX Extensions.During this time I was also transitioning out of a Development Manager position for the same team.

Moving through the ranks, I started out as a JR developer and worked my way up to Senior Developer. The development consisted mainly of building ASP.NET WebControls which mean mastering Javascript, HTML, CSS and ASP.NET was a must. Additionally, I worked on building Designer Integration for the webcontrols inside of Visual Studio, and eventually ended up working mainly on the inner core framework of the WebControls, and managing the Development Team.

The responsibilities of this job mainly included supporting the administrative staff with any issues they encountered during their normal workday. This included tasks such as installing printers, fixing crashes, installing and updating software, and troubleshooting networking issues.

In a split role, I worked as a Techincal Support Specialist and the Network Administrator. The support role included supporting our ActiveX product line which consisted of grids, trees, and other navigational elements, as well as supporting our emerging .NET products.