Aug 2019 – May 2022 · 2 yrs 9 mos · Greater New York City Area

• PROBLEM:
• We see the rise of Zoom and meeting fatigue as a retention risk and a leading indicator of burnout, nevermind the untold thousands of productive hours lost every day from poorly optimized meetings.
• After sleep, meetings are the second-highest tax on our time. And yet, 89% of attendees are unsatisfied with the meetings they attend, and meetings cost companies up to $0.45 for every dollar spent on payroll. Insanity!
• SOLUTION:
• MeetingScience is a cloud-based application that helps enterprise organizations identify the true cost, value, and impact of meetings and how to improve them. You can think of us as a Fitbit for meeting performance, ingesting calendar data, combining it with a Qualtrics-like ability to generate rapid and anonymous meeting feedback, and then providing recommendations to attendees, organizers, and teams on how they could reduce meeting quantity and improve productivity.
• A year ago we partnered with Dr. Joseph Allen, the world's leading expert on meeting science, to build the assessment and recommendations. We're deployed at large organizations like Logitech as well as smaller companies throughout North America and Europe.
• RESULTS:
• Companies that use MeetingScience are more productive and more efficient, saving thousands of hours in otherwise lost productivity time, and improving the health and wellness of their employees. References are available on request.

Jul 2017 – Aug 2019 · 2 yrs 1 mo · Greater New York City Area

• SundaySky sits at the intersection of two of the hottest consumer trends today: personalization and video. SundaySky SmartVideo combines the power of personalization with the emotion of sight, sound and motion to deliver personalized storytelling for the digital age. No two SundaySky videos are the same, and we power CRM and advertising solutions for some of the largest brands on the planet, including AT&T, Citibank, The Home Depot, Staples and Verizon.

Jul 2015 – Apr 2017 · 1 yr 9 mos · New York, NY

• The Sailthru Customer Retention Cloud helps modern marketers acquire, grow, and retain customers. With over 1.6Bn global consumer profiles under management, Sailthru’s powerful suite of connected capabilities – including high-performance email, onsite personalization, mobile marketing automation, and unique integrations powering new customer acquisition – drives higher revenue, improves customer lifetime value and reduces churn. The world’s most innovative publishers, including The Economist, Business Insider and Mashable, and the world's fastest growing ecommerce companies, including Rent The Runway, JustFab and Alex and Ani, trust Sailthru to help them succeed. Founded in 2008, Sailthru’s exceptional group of investors include Benchmark, RRE Ventures, DFJ Gotham, Scale Venture Partners, and AOL Ventures. For more information, please visit www.sailthru.com.

Jan 2012 – May 2015 · 3 yrs 4 mos · New York, NY

• I joined Rocket Fuel as its CMO when the company was approaching $40MM in annual revenue and was 125 people. During my 3 1/2 year tenure, the company grew to over 1,200 people and over $400MM in annual revenue. I built the marketing function from the ground up (from 5 people to over 40 award-winning marketing professionals), servicing 23 offices and 7 countries, and was part of the team that led the company to its successful IPO in 2013, with a peak enterprise valuation of $2Bn+. Working with Forrester, we produced a Total Economic Impact (TEI) study that proved the economic value of Rocket Fuel relative to other DSPs and alternative performance media. The marketing functions included field marketing, demand generation, marketing operations, corporate communications and analyst relations, a research and insights practice, content and editorial, brand and creative, inside sales, an industry-leading customer success program (over 50 branded customer success stories), and product & solution marketing.
• Awards:
• Forrester DSP Wave (Strong Performer), 2015
• Gartner Magic Quadrant for Digital Marketing Hubs ("Visionary"​), 2014
• Deloitte Fast 500 #15, 2014
• E&Y Entrepreneurs of the Year, 2014
• Deloitte Fast 500 #1, 2013
• Silicon Valley Business Journal Fastest Growing Companies, 2013
• #11 SFBT Fastest Growing Private Companies in Bay Area, 2013
• SAMCEDA Innovators Award of Excellence, 2013
• Lead411 "Hottest Companies in Silicon Valley"​, 2013
• Lead411 Tech 200, 2013
• #73 Inc 500, 2013
• AlwaysOn Global 250, 2012, 2013
• #4 Forbes Most Promising Companies in America, 2013
• AlwaysOn OnMedia 100, 2012, 2013
• #22 Forbes Most Promising Companies in America, 2012
• Bay Area Best Places to Work, 2012
• JMP Securities Hot 100 Software Companies, 2012
• Data 2.0 Summit, 2012
• SFBT Tech and Innovation Award, 2012
• UKTI Business Innovation Award, 2012
• Technology 200, #4 (Lead411) 2012
• Business Insider - World's Most Valuable Private Tech Companies (#37), 2012

Sep 2011 – Sep 2013 · 2 yrs · Greater New York City Area

• Classelist was a self-funded project created out of a personal need and challenge - to easily and safely manage class information for parents and their children for the school year. My children would frequently ask me about setting up play dates for their friends, and with multiple children in school, remembering all of the class contact information became impossible. Over 1,000 class lists created and managed on the platform.

Jun 2011 – Dec 2011 · 6 mos · Greater New York City Area

• Crowdifi(sm) was a social commerce platform that connected people of like-minded intent with each other to reap the rewards of crowdsourcing (Before you buy, Crowdifi). Raised angel round of investment, and built prototype of platform with an emphasis on early learning products. Ultimately closed the business and returned unused capital to investors.

Nov 2009 – Jun 2011 · 1 yr 7 mos

• I joined Lotame as its CMO when the marketing technology company was comprised of an ad network and an audience data management platform (DMP) for publishers called Crowd Control™. During my tenure at Lotame, I helped scale the marketing organization, built a research and insights practice from the ground up, launched Lotame's data selling business, and took on additional responsibilities for product development as we scaled up the DMP business beyond publishers.

Jan 2003 – Nov 2006 · 3 yrs 10 mos · Greater New York City Area

• Created boutique 'pop-up' digital marketing firm that developed and implemented websites and online marketing programs for Presidential and Senatorial campaigns for the 2004 election. Ongoing strategic consulting for campaign committees. Authored chapter for Crossing the River: The Coming of Age of the Internet in Politics and Advocacy (ISBN: 1413487637)

Jun 2002 – Nov 2009 · 7 yrs 5 mos · Greater New York City Area

• Built Underscore from the ground-up into a multimillion dollar multinational firm with multi-year Inc 5000 status. Direct P&L responsibility. Direct sales and business development responsibility. Hired and trained teams, launched international search practice in Poland, conceived and launched Searchlight, a competitive search monitoring software application for our clients and company. Multi-year client relationships included Pfizer, Schering-Plough, Virgin Atlantic Airways, CareerBuilder, Bombardier FlexJet. B2B assignments for IAB, Claria, Tacoda, DoubleClick, NextAction (now DataLogix). Authored multiple articles on digital marketing.
• Responsibilities included but not limited to:
• Operational glue of organization, including budget and revenue forecasting, resource allocation, hiring, client service management, marketing material development, and ensuring that we deliver projects on time and on budget for our clients.
• Contract development, writing, and negotiation for all business assignments.
• New business development to grow client base
• Negotiate, purchase, and maintain media schedules, from conception through optimization.
• Primary technical point of contact for agency/publisher issues related to online advertising initiatives.
• Spear-headed initiatives with DoubleClick and Atlas to create custom solutions (reporting, analytics, optimization) for our clients.

Jan 2002 – Jan 2002 · 0 mo · Greater New York City Area

• Interim managing director of software company.
• Daily operational oversight of 22-person technology, production, creative, and administrative staff
• Management of business development team (four); refined target client opportunities that led to >400% sales increase in Q3.
• Coordination of multiple client projects; clients included Hyatt, Best Western, Shell, Texaco, FastSigns, Omnicom

Jan 2000 – Jan 2002 · 2 yrs · Greater New York City Area

• Day to day operational responsibility for digital presence of Fortune online titles. Managed team of 40+, including internal and external resources, to redesign and overhaul site and infrastructure. Established PMO (project management office) to deliver internal and external solutions for advertisers and editorial teams.
• Responsibilities included:
• Management of seven direct reports; lead and motivate team members to meet requirements.
• Oversee all delivery services, including project management methodology, processes, organization, prioritization, QA management, overall resource allocation, product development and 3rd party management.
• Primary project liaison with Accenture, development partner for the redesign and re-architecture of Fortune.com in 2001; technologies included Oracle, Interwoven, ATG Dynamo.
• Engaged in product development for the Fortune Datastore, an online commerce store that sells Fortune list data.
• Interface with business development team to define requirements and deliverables; primary contact for all Fortune brand-related projects.

Jan 1998 – Jan 2000 · 2 yrs · Greater New York City Area

• International Internet professional services firm that provides Fortune 500 clients with an integrated set of strategy, creative and technology services that take them from concept to launch and operation of their Internet businesses.
• Responsibilities included:
• Management of five direct reports and a 37-member project team.
• Direct client interaction to define and articulate project scope and deliverables.
• Coordination of staffing, recruiting, and utilization forecasting for a 48-person team.
• Recruitment and interviewing for Project Management department.
• Project Management Review Committee member.
• Select projects and clients:
• Goldman Sachs – Over 3 months, managed a 37-member project team to deliver designs, information architecture, HTML templates and strategic recommendations for the Private Client Service group’s online wealth management initiative.
• Sprint – Over an 8 month development cycle (1999), managed multiple third-party vendors and a team of 75 individuals across five offices for strategy, Web site development, product development, customer relationship management, and online media development and placement. Technologies included Oracle 8, Vignette StoryServer, and BEA Weblogic. For 2000, developed and won a $5MM+ retainer proposal, representing a 300% increase in billing from 1999.
• General Motors -- Co-lead a pitch team comprised of 48 individuals in six AGENCY.COM offices for a $28MM project, the largest proposal in the history of AGENCY.COM.
• PriceWaterhouseCoopers – Defined strategy, project scope and deliverables for a B2E portal and corporate Web site.
• Arthur D. Little, MetLife, Gucci, The Jackie Robinson Foundation, William Grant & Sons – Web site development.
• Lucent, Lipton, American Express – Online media development.
• Recipient of AGENCY.COM High Achievement awards and bonuses.

Jul 1997 – May 1998 · 10 mos

• Start-up Internet based industrial register and catalog service; utilized multimedia databases to facilitate business-to-business transactions by displaying catalogs and detailed information on suppliers, products, and related services.
• Planned marketing campaigns using Internet and print media.
• Targeted Internet companies and trade associations for potential partners to develop strategies and to build brand recognition,Web site traffic and sales.
• Coordinated scheduling and implementation of direct mail and telemarketing campaigns.
• Managed the flow and processing of incoming orders; significantly reduced lead-time for client information to market.
• Evaluated new technologies and products and incorporate learning.
• Coordinated production nationally and internationally with third-party vendors.
• Managed Production and Customer Service departments; included three direct reports.

Jan 1995 – Dec 1995 · 11 mos · Greater New York City Area

• Start-up initiative to take Disney brand name into school and home educational markets. Mission was to redefine American education.
• Responsibilities:
• Developed business strategy scenarios for potential Web site to leverage the Disney brand name on the Internet.
• Developed a competitive assessment of how DEP’s educational strategy was distinct from other market players.
• Worked with educational innovators (e.g. Harvard Project Zero, Dr. Mihaly Csikszentmihalyi) to articulate the educational model.
• Served as primary corporate liaison between Disney and all third-party developers, writers, and educational consultants.
• Coordinated development of the arts as a learning module.