Jan 2021 – Jan 2022 · 1 yr

• In 2021 I transitioned from a commercial focus to a strategy focus to support our new CEO's vision for the company, with a goal of continuing to take ATPCO beyond airfares and to expand into offering new content types that the industry needs. This consists of continuing to expand our Routehappy offering with new content (such as sustainability) and using it to enable the Next Generation Storefront (NGS) program for the airline industry, as well as better enabling partner content to flow through our pipes.
• Under my leadership, we pivoted NGS from a prescriptive algorithm to a full program with robust data for 16 attributes across hundreds of airlines; this makes shop by attribute and comparison shopping for airline offers possible and creates a platform for the industry to innovate: as flyers care about and want to shop for new things, we evolved the program to incorporate new attributes with new standards.
• Building on my love for creating networks and feedback from our partners, I also laid the foundation for ATPCO to better be able to ingest and distribute content from startups and other innovators in the ecosystem.
• I also drove the company's first ever use of a consistent strategy project lifecycle approach that enabled us to align more easily across the company, gave us a way to quantify and measure success, and that ensured we focused on the right things (including assessing whether we are dreaming big enough).

Jan 2020 – Jan 2021 · 1 yr

• After initially continuing to focus on sales post-acquisition, my role was then expanded to cross-functionally oversee the full Routehappy portfolio for ATPCO, which included managing an 8-person team that created our content (both creative content and structured data, including a COVID-era expansion for health and safety information for flyers) and integrated it onto airline websites and into NDC APIs. I had dotted line responsibilities for sales, account management, product, and marketing and served as the company's primary external voice for all things related to the flight shopping experience while continuing to own the portfolio's business model.

Jan 2019 – Jan 2020 · 1 yr

• After Routehappy's complete integration into ATPCO, I was promoted to Head of Sales for the integrated company, with a focus on continuing to drive adoption of Routehappy Content (now an ATPCO product line). This included founding a global sales team under my leadership with salespeople in the US, London, and Singapore that grew revenue pre-pandemic and drove retention for the overwhelming majority of our customers during COVID.

Jan 2016 – Jan 2019 · 3 yrs

• Routehappy was acquired by ATPCO, where I remained for 4 years post-acquisition. This was ATPCO's first and only acquisition in its 57 year history.**
• I drove airline and channel subscriptions to Routehappy Content, aimed at enabling flight shoppers worldwide to be able to book airfare not just based on price and schedule, but also based on product and experience. I led our sales efforts for small, medium, and large customers, and supported our Chief Commercial Officer in enterprise sales, working directly at one point or another with virtually every Routehappy subscriber. I also drove the evolution of our business model, including launching our subscription offering that led to mass adoption by airlines.
• I represented Routehappy at dozens of industry events, including Phocuswright, GBTA, and Aviation Festival, and delivered numerous speeches and panels, including at the Airline Information and CAPA conferences. I also regularly represented Routehappy in the media, including in Phocuswire and Travel Weekly. In 2018 I was named by Phocuswright as one of the Young Leaders in travel under the age of 35.
• Post-acquisition, I was ATPCO's primary salesperson for Routehappy under the "Routehappy by ATPCO" umbrella, signing or expanding key customers like Air Canada, Avianca, Google, Ctrip, Skyscanner, Hopper, TripActions, and TravelPerk.

Jan 2015 – Jan 2016 · 1 yr

• I began at Routehappy as the first hire by the CCO (9th employee overall) just after its Series B funding round. I laid the groundwork for our company’s growth, serving as the primary project manager for all customers under contract (including United, Delta, Expedia, Sabre, and many others and creating the initial production version of multiple types of content that we offered, which have since become the backbone of rich content in flight shopping. I led the integrations of our products with our partners, which involved innovating where/how these products were used in the shopping flow and ingesting feedback to improve our products.
• During this growth period, I also led our tracking of metrics (including leading analytics that showed customer ROI and appeared in our first case studies), led live QA of our integrations, and led many marketing efforts before we had a marketing department (e.g., product marketing materials and customer newsletters).

Jan 2013 – Jan 2015 · 2 yrs

• For the last few years of my Huron tenure, I transitioned into a Product Owner role to lead our development of proprietary SAAS platform that supported our labor consulting methodologies, to be used internally to drive smarter analytics, to achieve faster results on all customer engagements, and to enable customers to maintain their improvements ongoing. In this role, I oversaw all business aspects of creation, development, and use of the software and oversaw its rollout on all new consulting engagements, including pitching directly to current customer executives, coaching our managing directors on how to use the software sell new business to past clients, and working hands on with our dev team, partnering with our product managers and scrum masters on sprint planning to create our product roadmap.
• Our highlight output was an automated dashboard that gave managers an action plan every week with 40+ possible recommendations based on the data!

Jan 2007 – Jan 2013 · 6 yrs

• I began as a management consultant out of college (first as an analyst, then associate, then manager), working on 9 long-term consulting engagements across the United States, in which I guided customer C-level executives and managers on labor cost reduction, operational improvement, and process redesign efforts. Some of my contributions included introducing analytical rigor to how our customers decided what positions to hire, applying the Pareto principle to where we focus our efforts on projects and introducing innovative analytics into our approach, such as building Huron's first model to guide clients on when using overtime is appropriate vs. inefficient, and designing a model that predicted a customer’s new staffing needs with 94% accuracy prior to opening up a new building. I sat on our Labor Steering (executive) Committee on the majority of my engagements.
• As our company grew (I was the Labor Productivity practice’s 10th employee, growing to 80 before I left) I subsequently built an internal methodology playbook, our first ever onboarding program, an ongoing training curriculum, and a quality assurance process to assess project risk.