Jan 2024 – Present · 2 yrs 3 mos

• I am Vice President of the Board board member for Field of Hope, an NGO dedicated to agricultural development for smallholder farmers in Uganda. The goal of Field of Hope is to develop resilient communities to be both nutritionally food secure and economically empowered.

Jun 2022 – Dec 2023 · 1 yr 6 mos

• Amazon Business’ Professional Services organization supports US and Canada business customers, primarily Enterprise commercial and large public-sector customers. AB ProServe sits in a strategic space at the intersection between customer needs and technology, serving as a force multiplier for customer and sales success and making the team integral for driving technology and product improvements. This organization of ~70 consultants, integration managers, and operations specialists consults with customers to learn their needs and capabilities, and builds, applies, and scales solutions that help customers save time and money with more efficient and intentional procurement processes.
• As leader, my primary challenge was to help the great talent already in place sharpen its focus and scale its impact with customers and on the larger Amazon Business organization. In the process, we drove ProServe’s inputs and outputs well beyond goals.
• In this role, I also had responsibility for leading the planning and delivery of the successful 2023 Sales Kickoff event, temporarily led the AB Learning & Development team, and, most critically, headed up the AB sales organization’s strategy and execution for ongoing contracted customer purchasing.

Dec 2020 – Jun 2022 · 1 yr 6 mos

• Amazon Business aims to help customers more easily procure the products they need for their business, government agency, or non-profit; bringing the friendliness of the B2C customer experience to a powerful B2B solution. Amazon Business customers include many of the largest organizations in the world, as well as millions of micro, small, and mid-sized businesses and organizations.
• In this role I work closely with the Worldwide Leader of Amazon Business and the talented AB leadership team, acting as a force multiplier to help the team organize and execute to serve those customers.

Aug 2019 – Nov 2020 · 1 yr 3 mos

• I led the third-party seller channel (3P) for Amazon Mexico, including responsibility for channel and category strategy, driving top- and bottom-line initiatives, and direct management of the category 3P business owners and Product Managers. This was an exciting move to better learn a large, fast-growing channel on a country-wide scale, and to think big about long-term organizational improvements. I also served as the informal "shadow" or Technical Advisor for the MX Country Leader.

Aug 2016 – Aug 2019 · 3 yrs

• Job responsibilities below; but beyond the responsibilities themselves, this was a tremendous opportunity for me to move internationally and serve as a big leader helping build something genuinely new in Mexico. This was also one of my most rewarding roles, both because the scope was large (simultaneously owning a five-category business in Media, along with a separate Product Management team owning the Global Store channel across all categories), but because it required me to put together every skill I had built in my previous roles at Amazon: marketing, buying, product management, recruiting, development, document-writing, and influencing both internally and externally. Along the way, I was fortunate to work with some of the most talented, dedicated, and kind people I have encountered. At the end of my career, I will look back on this team and this business as a top highlight.
• Amazon Mexico Physical Media: Own end-to-end P&L for physical Books, Video Games, Movies, Music, and Software, including strategy and execution to drive both top-line and bottom-line growth.
• Amazon Mexico Global Store: Own end-to-end P&L for the Global Store export program, including strategy and execution to drive both top-line and bottom-line growth.
• Hiring/Performance development: Build and develop a high-performing team of 15 (including buyers, in-stock managers, marketing managers, and product managers) to execute on selection, sourcing, marketing, and technical feature development to build the MX Physical Media and Global Store businesses.
• Bar Raiser: Responsible for growing and managing MX's elite Bar Raiser interviewer program.
• Pricing leader for MX: Engage with MX Pricing PM and central Amazon Pricing teams to set and execute pricing strategy.

Aug 2012 – Aug 2016 · 4 yrs

• After about 18 months in Vendor Management, I was able to step up into a role as a Manager of Vendor Management (more commonly known as a DMM). This was my first sustained people-management role at Amazon, and it taught me how to build and develop a strong team, how to deliver results through that team by empowering and guiding them, and how to combine high standards with high morale. This role required strategy across multiple axes (pricing, selection, inventory, relationships, promotion, goals) and substantial exposure to senior leaders. I am proud that many of the Vendor Managers on my team have grown into being big leaders across the company.
• Own P&L and drive both top-line and bottom-line growth for a large, fast-growing business
• Build and manage a high-performing team of 13 buyers/vendor managers, including 4 direct reports
• Lead automotive buying efforts, including vendor relationship creation and management, pricing strategy, negotiation initiatives, promotion and marketing opportunities, Q4/holiday strategy, and new business opportunity identification
• Act as an Automotive team leader, establishing category strategy and vision, writing planning and review documents, representing Amazon to the automotive industry, and working internally with other teams and senior leadership

Feb 2011 – Aug 2012 · 1 yr 6 mos

• After time in Marketing and Product Management, I returned to Vendor Management (buying) with the goal of learning P&L management, negotiation, and category strategy. I was able to build this knowledge in several interesting product categories, each of which I quickly fell in love with; and in the process I built very strong two-way relationships with my vendors.
• Owned P&L and buying responsibilities, including top-line and bottom-line growth, for (at separate times) Body, Trim & Crash Parts; Car Care, Motor Oil & Chemicals; Tools & Equipment; and Tire & Wheel Accessories
• Drove category growth by working closely with in-stock, marketing, and finance teams

Jan 2007 – Feb 2011 · 4 yrs 1 mo

• The Automotive category is unique in that many of the products in this category are vehicle-specific; in other words, they only fit a specific set of cars. This presents challenges in helping connect customers with the products they need, as showing Toyota Camry brake pads to a Honda Accord owner is at best irrelevant; at worst it could be dangerous.
• This means that the shopping experience in this category needs additional customization from a straightforward ecommerce CX; in Amazon's case, we built the Part Finder tool to help guide customers to the right products. After nine months in Marketing, I became the sole Automotive Product Manager, with ownership of the end-to-end Automotive customer experience including both functionality that was consistent across Amazon (e.g., Search, Browse) and the Part Finder. I was the business owner responsible for driving the success of the Part Finder, obtaining the data needed to power it, and driving the roadmap of the technical team who owned the functionality.
• This was a broad purview and a rewarding role; I was able to make substantial and positive changes in the Automotive customer experience, represent Amazon on trade association committees that helped shape the industry's technical direction, negotiate large contracts with fitment data providers, and successfully advocate for a greater technical focus on the Part Finder feature.
• Managed all aspects of Automotive customer experience, including the Part Finder, search, browse, incoming data feeds, and matching/dupes – including building relationships with the owning teams within Amazon
• Liaised with the owning development team, writing business requirements docs, driving prioritization, writing user stories, and presenting to senior management
• Represented Amazon on the Automotive Aftermarket Industry Association (AAIA) technical standards committee
• Identified, negotiated with, and launched fitment data providers

May 2006 – Jan 2007 · 8 mos

• After nine months as an Associate Buyer, I was promoted into the Site Merchandiser role (this role also would be named Site Editor and Marketing Manager over time). This represented an opportunity to move from a strictly process-focused role into one that melded execution and strategy, while teaching me about site marketing. Automotive was still a very new category, and so I built the first Automotive promotional calendar and some of the first storefront pages, and implemented Automotive's first A/B content tests.
• Managed marketing and merchandising strategy, including site design, promotional placements, and e-mail
• Built storefront pages for Automotive categories
• Created promotional calendar and tracked campaign performance
• Built relationships with central CX, gifting, and holiday teams
• Defined style guides and drive content improvements across the product catalog

Sep 2005 – May 2006 · 8 mos

• I joined Amazon as the most junior member of the launch team for the US Automotive store. My role as Associate Buyer was to support the buying team by managing the execution of onboarding their vendors and loading their selection. This was an exceptional atmosphere in which to learn retail and e-commerce, and the team's senior leaders brought a wealth of experience to absorb. I was able to not only add new vendors and selection, but to build scale through automation and process. This helped the team add selection in bulk, and established best practices that lasted through several future generations of Associate Buyers.
• Supported the buying team by loading new selection, images, and content
• Built buying team process for a new retail category

Jan 2004 – Jan 2005 · 1 yr

• A move back to Seattle drove a return to editorial work, as I became Regional Manager and Editor for both the Pacific Northwest and Northern California editions of this regional automotive aftermarket publication. It was a hybrid editorial and business development role, as I also owned advertising relationships with automotive parts wholesalers, dealers, and OEMs, including American Honda, Subaru, and DaimlerChrysler.
• Owned advertising relationships with automotive parts wholesalers, dealers, and OEM (including DaimlerChrysler, American Honda, and Subaru)
• Gathered news and wrote best-practices business features on subjects in Washington, Oregon, and California
• Edited copy, selected photos, and facilitated production on strict deadlines

Jan 2002 – Jan 2003 · 1 yr

• When Conde Nast ended On Track Magazine and On Track Online, I moved into my first business role, in their subsidiary ACBJ's new in-house fulfillment division. I helped create direct mail and tracking processes to bring mailing/fulfillment in-house. My biggest achievements in this role were innovating, building, and rolling out to users two innovative tools. My first innovation was iBiz, a database application that created reporting, interactive information, and trend analysis for all 43 regional ACBJ circulation and marketing directors. My second was an MS-DOS batch automation program for postal pre-sortation, which streamlined the end-to-end process from pre-sort to label printing and postage processing. While mailing and fulfillment were not an area of passion, I really enjoyed the opportunity to get hands-on building innovative solutions that made people's lives easier.
• Created marketing, mailing, and tracking systems and processes to bring mailing and fulfillment in-house
• Proposed, designed, and successfully implemented iBiz - a Microsoft Access database application that brought all 43 regional ACBJ circulation/marketing directors reporting, interactive information, and analysis. My department received ACBJ's highest employee award (the Eagle Award), for the successful introduction of iBiz
• Designed an MS-DOS batch program to automate the postal pre-sortation, label printing, and postage processing for mailing of each of the 43 ACBJ business journals, dramatically boosting efficiency
• Created and maintained relationships with 43 circulation/marketing directors to train and implement the new systems

Jan 1998 – Jan 2001 · 3 yrs

• I had grown up reading On Track Magazine, a Conde Nast-owned magazine covering international motorsport for an American audience. So, given that, it was a dream to earn a Copy Editor role for On Track out of college. Within a year I earned a promotion to Managing Editor, with deep responsibilities in building the freelance writer/photographer staff, setting editorial direction, and guiding the publication through deadline. When the magazine became an online-only entity in 2001, I worked with the Editor to design the navigation and design of the website. While journalism was ultimately not my long-term career, this first role right out of college still stands as one of my highlights.
• Managed an international bureau of writers and photographers
• Helped establish a new visual format and editorial direction for the magazine
• Edited copy to AP style and created a new style guide for the publication
• Responsible for copy assignments and editorial concepts
• Worked with graphic designers and editorial staff to produce magazine on deadline
• Helped design the navigation and design of the online publication
• Provided event coverage from events such as the Indianapolis 500, Daytona 500, United States Grand Prix (Formula 1), Rolex 24 of Daytona, 12 Hours of Sebring, Petit Le Mans, and SCCA Runoffs