Jan 2025 – Present · 1 yr 2 mos

Oct 2023 – Present · 2 yrs 5 mos

• Responsible for GTM functions including marketing, sales, customer success, and partnerships.

Aug 2018 – Oct 2023 · 5 yrs 2 mos

Sep 2019 – Present · 6 yrs 6 mos · Greater Chicago Area

Jun 2019 – Present · 6 yrs 9 mos

Mar 2018 – Aug 2018 · 5 mos

• Responsible for driving revenue growth across all our practices in the Americas. This means infusing experience, sales acumen, and tons of energy into our team, customers, and partnerships in the geography.
• Additionally I led our stellar global marketing team and go to market strategy as Chief Marketing Officer.

Jan 2017 – Mar 2018 · 1 yr 2 mos

• Instrumental in aligning sales and marketing under a consistent and relevant message - resulting in increased bookings, average deal size, and win rates. My metrics driven approach resulted in 5X more effective field marketing programs and an increase in inbound leads by 300%.

Oct 2015 – Jan 2017 · 1 yr 3 mos

• Every tech start up dreams of “the successful exit”, imagine getting “the exit”, being an integral part of making it happen, and the acquisition being on record as one of the most successful in the space?! It’s called a dream come true. I was part of a very small team of executives supporting Appirio’s acquisition process and took point on all internal and external communications across Appirio and Wipro.
• A major driver for Wipro’s desire to acquire Appirio was our brand and GTM. The cornerstone of our GTM was a big shift I lead with the help of my VP of brand. The cloud ecosystem had evolved--clients wanted more than just cloud technology, they wanted outcomes. As the SVP of marketing, I brought the entire marketing function under a consistent messaging platform centered around creating customer & worker experience outcomes. This provided focus, consistency, differentiation, and thrill of creating a category. It was a massive effort to overhaul all our assets while building critical mass of new ones to support the strategy. Thank goodness it worked! We saw win rates soar, deal sizes grow, and a big ROI lift across all our marketing programs. For example, we had 200% increase in A.V.E. (ad value equivalent) and 50% increase in spend ROI.
• Launching our thought leadership platform was not just a marketing effort though – I knew we could not do it alone. We had to start a movement! The first step in that movement was to win our sales team and the best way to get them jazzed is SKO. We dramatically up-leveled the SKO program, content, and energy level. We launched a certification program to make sure every field Appirian could confidently tell our new story.
• Next we took the show on the road with our first thought leadership tour. Executing a 6-city tour in partnership with sales, partners, and our customers. The program was so successful we've expanded it every year and it's a critical part of our marketing, sales and alliances program.

Jan 2015 – Sep 2015 · 8 mos

• I feel honored that Appirio asked me to try my hat at marketing. It was an unexpected yet career defining move.
• As a recovering software sales gal one of the first things I did was establish quotas. This allowed us to really start to change the marketing culture and conversation to be much more ROI and results driven. The team stepped up and we dramatically increased sourced pipeline and generated 5X the ROI from our field programs.
• Coming from sales I could bridge the gap between marketing and sales to ensure our content machine was effective and relevant. We also established a much tighter partnership with sales around our biggest program – Dreamforce! Together we re-vamped preparation protocols, enablement, and onsite productivity tracking which yielded a 7X increase in ROI. Please don’t ask about the “snoop dogg situation” Let’s just say I weathered that crisis with the help of our CFO, VP of Comms, and General Council
• I continued to develop and grow our inside sale team and approach. We focused on going from an SDR program to a true inside sales quota bearing function.
• Last, I was fortunate enough to make my first trip to India. I was hosting a big customer visit and immediately realised what an amazing asset we had in Jaipur. We quickly created a marketing function in India to support a variety of demand generation activities. This gave us scale, time zone coverage, and an influx of energetic new Appirio marketers. Today the team is a key supporting function for sales operations, marketing and alliances.

Oct 2014 – Jan 2015 · 3 mos

• As the AVP of the West I had multiple geographies under my responsibility - Central, TOLA, West and Pacific Northwest. I had the opportunity to have 2 stellar RVPs reporting to me who together managed approximately 25 enterprise AEs. At the time Appirio was pioneering crowdsourcing in the enterprise – not an easy feat given how new crowdsourcing was at the time PLUS we still had a diverse set of core practices to sell—SO naturally we needed a playbook! It was incredibly rewarding working on and rolling out a global playbook to support sales adoption and growth across all our business lines.

Oct 2013 – Sep 2014 · 11 mos

• I stepped into the RVP of central role and it was go time. We had a great core team, but some big quota gaps. I took on multi-practice bookings responsibility – HCM, CRM, and Crowdsourcing and grew the sales team from 6 to 12 AEs. The biggest part of the role was finding and ramping sales talent. I pioneered an interviewing process which reduced AE ramp by 3 months. Fortunately, I was able attract and on-board some amazing new sellers - many who’ve become presidents club staples and/or have been promoted to leadership roles at Appirio. As a sales leader seeing your team successful is the most motivating part of the job- You work for your team! One individual in particular stands out – he was a top rep but had fallen to #25 when I took over the team. Together (mostly him with just coaching & cheerleading from me) we got him from #25 back to the top.
• We also made some major headway on the enterprise crowdsourcing front and did the largest deal to date from the region.
• With expectations from our partners changing and the need to create a lot more of our own demand, I started a demand generation (inside sales team) to increase market awareness and new pipeline. In 9 months grew the team from 1 to 8 people and generated $100M in influenced pipeline. I also stole a page from my old Ariba days and rolled out a customer relationship review process for key accounts in the region – this increased large program success and bookings from existing customers.

Sep 2012 – Oct 2013 · 1 yr 1 mo

• After my first interview with Appirio, I was sold! I loved the culture (core values are – customer, team and fun). It was also an incredibly unique opportunity to be a part of a small team that launched Appirio’s Human Capital Management practice (today it's our 2nd largest practice globally).
• So I made a leap and:
• Built market awareness and channel partnerships
• Created new offerings to differentiate Appirio’s solutions in the highly competitive HCM services space. For example: HCM Diagnostics & Business Impact Reporting, On-Demand Best Practice Subscription Services.
• Achieved 150% of quota in 6 months
• Landed 3 anchor accounts that continue to create revenue for Appirio
• Created a highly successful field marketing strategy and approach was syndicated across all regions and practices at Appirio.

Oct 2011 – Sep 2012 · 11 mos

Oct 2010 – Oct 2011 · 1 yr

• This was by far one of my most challenging and exciting roles at Ariba. I was able to be an “intrapreneur” & create the AribaConnection solutions business from scratch. I quickly found the key to accomplishing great things is building a winning team and I truly believe the ACS team is one of the most dynamic, devoted & high energy teams at Ariba. Together we over-achieved on all of our metrics and built a sustainable business for Ariba. 150% quota attainment!
• It was amazing to drive such a fundamental & dramatic shift in how Ariba manages Supplier relationships and engages our 700,000+ suppliers on the network. I was fortunate to work personally with all different types of suppliers (small, medium, and large) to help them grow revenues & profits using the Ariba network. Some of my “signature” achievements in the role include:
• Launching networking activities like speed networking & the “it’s a match” game at our events to allow buyers and suppliers to quickly meet and collaborate with eachother.
• Revamping the AribaReady Platinum program
• Conducting Customer Relationship Reviews with all key suppliers on the network
• Creating the Integrated Marketing Campaign solution to help suppliers market their capabilities to key buyers
• Creating & launching the Diamond Buyer program
• Conducting suppliers summits for buyer customers to help drive supplier adoption
• Developed and launched tools like Raise Your Hand & the Ariba “Blackbook” process so that suppliers can connect with more of their customers on the network.

Sep 2009 – Oct 2010 · 1 yr 1 mo

• Through my CAP role I have worked with many of Ariba’s best & most successful Account Executives. I lead the sales process for many software opportunities through positioning, deal mapping, close planning, negotiation, contracting & closing.
• I also got to serve as the Executive Spend Management advisor to many of Ariba’s most critical accounts. The advisory aspect of my role included:
• Providing spend management intelligence and advice
• Assisting with planning and sequencing of initiatives
• Supporting developing the business case for new Ariba software investment
• Fostering interactions between key strategic customers
• I was also instrumental in refining and improving the Ariba strategic account program by:
• Developing and rolling out innovative programs like the Sub-tier Sourcing& Diversity programs
• Working closely with solutions development to provide feedback on product features and the product roadmap on behalf of strategic customers

Jan 2005 – Sep 2009 · 4 yrs 8 mos

Jun 2002 – Dec 2004 · 2 yrs 6 mos

Oct 2001 – Jun 2002 · 8 mos

May 1999 – Oct 2001 · 2 yrs 5 mos