Success Stories

Situation: The company’s style guide was stale, the visuals were uninspiring, the brand had no clarity, and the resulting assets

Action: I was the creative direction behind a brand refresh that included a new graphics package, style guide, assets, templates, and tagline.

Result: Customer-facing assets were modern, engaging, and bold. The tagline provided an anchor for messaging and has been the focal point of all visual and brand concepts, creating both consistency and greater impact. Asset utilization of the sales team increased, which increased conversion. The leads associated with these assets increased. The UI/UX of the website vastly improved, driving higher traffic and inbound leads.

Situation: There was no oversight, process, reporting, or continuous improvement related to the data that was in the CRM. Information that was entered was inconsistent or nonexistent, meaning the execution, measurement, and optimization of the customer journey was impaired.

Action: I founded and led the Data Governance Team, with representatives from all departments who were stakeholders in the CRM, with the goal to systematically improve data quality.

Results: Successes included standardized naming conventions, mapping the sales funnel and data stack, and defining key metrics. Tens of thousands of records were updated, CRM insights were actionable, all GTM teams had a single source of truth to drive strategic decisions, and resources across teams were optimized.

Situation: There was no process, no business plans were created, no market research was gathered, and thus launches were chaotic, protracted, and often not successful. Progression of quality products languished at the expense of poorly conceived products.

Action: I collaborated to produce a comprehensive, cross-departmental, stage-gate product development and marketing launch program.

Result: This program fundamentally changed how the company is run. It increased the number of successful product launches, improved quality of product launches, facilitated killing unviable products early, established criteria to reduce the hurdles encountered along the way, ensured buy-in from all departments, and broke down siloes.

Situation: Company was awarded $50 million dollar government grant to build a new facility.

Action: Chaired committee tasked with determining the scope and focus of the new facility. Commissioned a custom market research report, conducted customer interviews, mapped the competitive landscape, created a gap analysis, among other actions that led to the final business plan.

Result: Recommendations resulted in a new facility that balanced additional, low-cost capacity with unique capabilities. Collocating two key business functions in a US location created significant incremental revenue by allowing the company to win multi-year, high-value projects that it otherwise would not have.

Situation: When I took over managing the inside sales team, it became clear that the systems and processes for order management were inefficient. Mapping the quote to order process took several weeks and, once completed, was discovered to be over 50 steps.

Action: I spearheaded the mapping of a multi-disciplinary customer journey, using six sigma methodology.

Result: Due to the bold and cohesive messaging, the field sales team had the tools needed to win more business plus feel supported and confident in the brand. Specifically, the case studies used data to demonstrate a tangible value of quality, which secured the company several multi-million dollar contracts.

Situation: Critical corporate performance KPIs had not been tracked and thus information was not available to drive decisions.

Action: I led the ELT to develop the algorithms to track customer acquisition cost (CAC) and customer lifetime value (CLV) across different business units and product lines.

Result: The resulting data was so disparate across the business units and product lines that it immediately started to drive team organization and hiring decisions. Unnecessary hires were avoided, resulting in significant cost savings. Areas of the portfolio with the highest ROI received additional resources. New, lower cost channels were considered for customer segments that had the lowest CLV. Additionally, it was vital in honing the ICP which meant that marketing could be more targeted and aggressive.