Manage 5 direct reports carrying $9.5M+ ARR enterprise book of business; average customer size $75k2022: Exceed Bookings Target (112% to goal); Increase Net Retention to 166% on Enterprise accounts (compared to 82% Net Retention from similar teams)Build and lead training across all sales teams for new flagship product

Managed team of 6 Account Managers; Achieved 111% to goalBuilt SOPs and the onboarding manual to rapidly grow the Accounts team from 6 --> 16 Account Managers over the course of 18 months

I split time ensuring Contactually relationships + soft revenue ($10M) continued from pre-acquisition customers while scaling new Compass programs responsible for $8.5B of listings ($200M+ rev), representing 17.5% of active listings.As a Senior Customer Success Manager I ensured the smooth transition of pre-acquisition (Contactually) customers after the company was acquired by Compass. I Implemented processes to receive continued revenue from pre-acquisition customers ($10M) while off-boarding direct competitors amicably.As a Senior Program Manager, I advanced new initiatives at Compass, growing the brand new Compass Concierge program across 20 markets, encompassing 3,500 projects, $175M+ direct investments, and 3,000+ agents.

I managed $3M in enterprise accounts, expanding revenue 150%, while building executive level SFDC reporting and dashboardsAs a Senior CSM at Contactually, I was a trusted advisor in the real estate space, bolstering support directly with agents at new brokerages and furthering commitments from existing brokerages by driving usage of Contactually. I managed a $2.25M book across 300+ accounts, including the largest enterprise customer and averaged 150% expansion and 100% retention to goal.Internally, I worked closely with management to operationalize reporting and parameters for the Customer Success team. I accomplished this by building Salesforce dashboards and reporting metrics to accurately predict, evaluate, and grow revenue. I designed the lifecycle journey for 360 accountability of all customers to ensure renewal conversations weren't the first outreach to customers in the last 6 months.

As a Senior CSM at Social Tables, I was an expert in onboarding, training, adoption, support, product feedback, and internal executive-level reporting. I managed our largest and most important enterprise customers and led cross-departmental enterprise sales and implementation of software integration with their native system.--Manage book of 2.25M--Manage largest enterprise customer, including cross-department sales and implementation of software integration with their native system--Grew enterprise accounts $.95M to $1.24M (>30%)2018Achieved negative churn and reached goal each month of 1H--Exceeded revenue growth goals Q1, Q2, Q3, Q4 averaging 121% revenue retention, retained 97% of customers, both highest on team2017Achieved Negative Churn every month, invited to President's Club--Exceeded revenue growth goals Q1, Q2, Q3, Q4, averaging 120% to goal, retained 95% of customers, both highest on teamRevenue retention was 10% higher than team average

--Piloted program to manage full life cycle experience of customer for $1M Revenue Book--Achieved Negative Churn each month of Q1--Exceeded revenue growth goals every month of Q1, averaging 109% to goal, highest in company --Retained 95% of all accounts in Q1; Highest on team

While managing Enso Curation, I helped leaders create influence to achieve their goals. I accomplished this by building experiences, networks, events and presentations to convey powerful messages, accelerating the momentum of projects, ideas and personal growth.Enso Curation molds unforgettable conferences with an eye for experiences design and guiding speakers to craft TED-style presentations. I work one-on-one with knowledge experts to improve their argument and develop a clear message for the audience to digest. Each presenter, talk, and audience is different, my expertise ensures the former resonates with the latter.

I established TEDxFlourCity in 2012 to provide a platform for undiscovered thought-leaders and to build a community of shakers and doers in Rochester. I have and continue to put the coal on the fire to ensure unforgettable experiences for our speakers and participants.TEDxFlourCity has organized 4 main events and 6 salons, publishing over 70 presentations of local catalysts which have been watched 2M+ times. The 2015 TEDxFlourCity Main Event: Branch Out brought together over 400 participants for a full day of content, interactive experiences, and networking at no cost.Specifically, I detail and oversee all committees including: Speaker Development, Partnerships, Finance, Communications, Logistics, and Salons. I work intimately in the two former committees, coaching speakers one-on-one and raising 5-figures to ensure the event has 0 cost. I outline and lead weekly meetings and curate the experience for each participant at our events, down to every detail.

Served as the lead in growing the TEDxJNJ Salon program globally.Johnson and Johnson is the first Multi-National Corporation to embrace TEDx events internally to grow their space for ideas. Many ideas have been translated from stage to action at TEDxJNJ Main Event, but many others which never reach the main stage go undiscovered. I created the manual, TEDxJNJ Backstage, for all Johnson and Johnson sites to replicate the excitement, cross-talk and space for ideas that are highlighted at the TEDxJNJ Main Event, but at a local level. The program begins with smaller, team-building exercises and culminates with a site-wide event which can feature as many as 10 diverse speakers presenting to an audience of 300 participants.

Lead sales in Western NY, Adirondacks and Capital Regions of New YorkDuring my time at St. Pauly, I worked directly with non-profit clients for the full sales cycle, through adoption and their entire relationships with us. I regularly gave thorough presentations of the St. Pauly project to the boards of non-profits to ensure unanimous approval. My work was performed independent of direct management, yet I was consulted when establishing the St. Pauly was deciding new courses of direction in areas of growth.

In two sentences; I Managed the day-to-day operations and revenue of two bars, one restaurant and a gaming room for a 3½ star facility serving up to 500 patrons nightly. This included organizing a 50-employee roster, monitoring payroll, and analyzing inventory to reduce cost and overhead.