Sep 2023 – Present · 2 yrs 8 mos · United States · Remote

• As a Sr. Alliance Manager at Valimail I manage our technology alliance partners and work with the product teams, sellers, account managers, and technical resources for large hyper-scalers to protect brands and domains with our mutual clients.
• At Valimail, we help organizations stop phishing, prevent spoofing, and protect their brands by validating and authenticating every sender identity. Valimail provides the only complete, cloud-native DMARC platform trusted by thousands of global organizations.
• What Valimail does:
• Automates DMARC, DKIM, SPF, and BIMI
• Prevents domain impersonation and brand abuse
• FedRAMP-authorized sender identity authentication
• Authenticates billions of messages monthly for organizations like Uber, Fannie Mae, WeWork, and the U.S. Census Bureau
• Learn more here: https://www.valimail.com/

Dec 2020 – Sep 2023 · 2 yrs 9 mos · Cleveland, Ohio, United States

Jan 2018 – Jan 2020 · 2 yrs · Perrysburg, Ohio

• Sr. Marketing Manager – Analyst Relations
• Established Relationships with Key Analysts to Increase Market Coverage: In this newly created position, I managed the contracts with the analyst firms to ensure full utilization of investments. I was responsible for the individual analyst relationships and improved the overall Deltek coverage in consecutive years. I was also able to extend the number of analysts covering Deltek and improve the position of the brand by driving analysts to events and hosting briefings for the analyst community
• Identify Additional Influencers and Opportunities for the SMB Market: After an initial 90-day onboarding I identified a coverage gap for the mid-market solutions. I took ownership of the siloed Deltek solution profiles to improve the effectiveness and awareness of the products in locations where mid-market consumers obtain non-bias information. This strategy has now become an industry best practice for Analyst Relations Departments. I created a process of claiming and driving a consistent brand message for Deltek across multiple review sites increasing the Deltek brand footprint. This plan also included creating a landing page to drive additional online client reviews to support the growth strategy.
• Define and Repot on KPIs: Established KPIs for the position as well as metrics to define, measure, and score against goals. I created the Analyst Favorability Index that would track multiple levers such as frequency, tone, sentiment, and share of voice to product a score for each analyst. This allowed me to create a scorecard on each analyst and identify areas to promote, maintain, or repair. This system was also used to score analyst who represented the next logical engagement for a given industry or solution.

Jan 2014 – Jan 2017 · 3 yrs · Findlay, OH

• Director - Channel Sales & Marketing
• Developed Functional Partnerships to Drive Alignment: Created a full channel partner program allowing the organization to sell direct as well as through partners. After building the program, I was able to position the value and recruit 12 partners in the first year. This program led to extending the brand in new industries and creating a new annuity revenue stream and partnerships for the company.
• Strengthened Structure and Brand Visibility: Completely transformed the marketing department from an outbound focus to an inbound marketing strategy. The focus of the shift was to better align with the consumer buying experience and better position the brand of the company. The evidence of this shift was visible over nine months as the company increased keyword "page 1" rankings from 15 to 162 with the major search engines improving the brand and value proposition and increasing the pipeline.
• Implemented Structure & System Improvements: Formalized a marketing plan structured to deliver the volume of suspects and qualified leads to support the established sales goal. The focus of the department changes all revolved around the productivity of people and tools that were being utilized. Notable changes began with coaching by adding priority to the inside sales team. Production increased from an average call rate of 35 calls per day to 85 calls. The productivity increase resulted in more qualified opportunities with a bonus of a more accurate database. The tools improvement impact came with a system change that allowed better ROI tracking of campaigns and events allowing the department to maximize spend. This change allowed the department to shift approximately $200K from events with a diminishing return to more productive areas such as SEO without increasing budget.

Jan 2010 – Jan 2014 · 4 yrs · Dublin, OH

• Director – Marketing & Strategic Alliances
• Aligned Sales and Marketing Teams Business Strategy: Developed a playbook to segment marketing leads, and worked with the VP of Sales to develop a new repeatable sales process. The playbook shifted the average sales cycle from seven months to 75 days. These changes were instrumental in doubling revenue for the company over four years.
• Positioned Socius as a Thought Leader: Showcased to vendors our organization’s structured planning and systematic operational processes. This mindshare led to a 35% increase in leads provided by the vendor. This mindshare was also critical in Socius being select as one of only three companies to receive the MasterVAR designations in the United States. Due to the increase in relevant content production this also resulted in a change to the company’s number one closed lead source. Inbound leads from our blogs for the first time in company history surpassed referral leads.
• Improved Product Offerings: Examined the success stories of our clients and formalized offerings based on the findings. This allowed our organization to create packaged product offerings around the intellectual property of software, services, and development. The new product offerings increased unit sales by approximately five new deals per quarter and the new services offerings allowed for additional upsell and cross-sell opportunity with existing clients.

Jan 1998 – Jan 2010 · 12 yrs · Redmond, Washington, United States

• Solomon Software May 98-Dec 2000
• Great Plains Dec 2000 - Dec 2001
• Microsoft Dec 2001 - July 2010
• Account Executive – Microsoft Dynamics Solutions (ERP and CRM)
• Drove Revenue: Exceeded quota as part of the sales team 11 of 13 years. Highlighted by being recognized with the “#1 US SMS&P Excellence in Execution Award” for achieving both highest revenue attainment (104%) and growth (20%).
• Drove Customer Satisfaction: Interacted with existing clients to extend the footprint of Microsoft Solutions within the account. My ability to connect with clients was showcased by being recognized with the “Pole Position Award” for achieving the Highest Combined Customer Satisfaction Score.
• Drove New Product Adoption: Engaged with Partners to educate, train, onboard, and position the value of new offerings, highlighted by being recognized with the “CRM Territory of the Year” for achieving the highest revenue attainment for a new product.
• Positioned as a Trusted Advisor: Established mutually beneficial relationships at all levels inside the Partner Organization to gain mindshare. Based on this, I earned the “Individual Thought Leadership Award” for ideas leading to success. I transformed seven “unmanaged” partners into the top 20 list of area revenue producers. Partners under my management and oversight were also recognized and won the Microsoft Dynamics ERP Global Partner of the Year and Dynamics Cloud Partner of the Year.