Resume

Director, Financial Services Product Management (2007)
Developed industry-specific requirements for development of sales demo showcasing Acxiom Digital's solutions and services; specifically the execution of campaigns across multiple media channels including personalized email, targeted websites, banner and other web advertisements and search engines.

Director of Product Management (2005-2007)
Reporting to the VP of Product Management, coordinated custom engineering teams, product manager and technical writer tasks. Piloted and brought to market new product features (Lifecycle Designer and Transactional Messaging modules) for core IMPACT application, a proprietary on-demand email campaign marketing platform.

Business Analysis / Strategic Planning

Product Management

Project Planning and Management / Product Development Process

Usability Testing

Collected and analyzed market and competitive information and field feedback, provided recommendations for new IMPACT products and product enhancements.

Defined product roadmap prioritization strategy and developed consensus from cross-functional team members.

Provided RFP/RFI support to sales and marketing organization.

Developed and maintained product roadmap for Lifecycle Designer and Transactional Messaging modules.

Built and delivered powerful oral, written and visual marketing and sales presentations.

Clearly communicated product value and benefits to both internal and external audiences.

Represented Acxiom Digital as product expert at client meetings, conferences and industry trade show event.

Developed and implemented quarterly processes that enabled consistent bug review across cross-functional teams.

Managed and coordinated multiple cross-department teams (Engineering, QA, Operations, Service Ops, Training, Support, Tech Pubs) in setting direction for product development consistent with business goals.

Developed and managed project budgets, timelines and resource constraints around development lifecycle and launch of new IMPACT modules.

Drove product release strategy, interacted with sales, development and product marketing to define product and service requirements.

Mediated by relating technical concepts and difficulties from designers/developers to non-technical audiences (and vice versa).

Designed "scenario-based" usability testing program to pinpoint user experience problems during beta phase of product release.

Recruited, qualified and screened internal test subjects. Observed and documented relevant behavior during tests.

Identified and prioritized over 50 application-specific product feature gaps and required enhancements.

Created design and feature recommendations based on test data.

Developed over 20 stand-alone product requirement documents/specifications based on user feedback.

Service Operations and Client Support Team Management

Director of Client Support (2004-2005)
Reporting to the VP of Operations and IT, managed 6 person global technical support team tasked with troubleshooting and resolving application issues for both internal and external clients.
Director of Service Operations (2003-2004)
Reporting to the SVP of Worldwide Field Operations, led and managed staff of 63 employees withing service operations, campaign management, production and technical training departments.
Account Director, Self-Services (2002-2003)
Reporting to the Director of Service Operations, directed self-service account teams (8 employees), providing support and service for client base growth on new self-service (on-demand) release of core IMPACT application. Accounts included Victoria's Secret, Priceline, EMC, TrueLink, Advent, Grainger and UbiSoft.
Senior Manager, Campaign Management (2001-2002)
Managed team of 15 campaign managers, project managers and production specialists.

Process Development

Operations Management

Staff Development

Doubled productivity while improving quality results by developing and implementing service and support processes.

Improved efficiency of campaign management teams by 15% through process review and identification, development and training of departmental best practices.

Implemented cross-department case management ticketing system, ensuring consistent communication and enabling more efficient cross-department efforts.

Realized 50% improvement in case resolution timeframes by developing and implementing cross-department process for escalating P1 issues.

Reduced total number of monthly cases that required immediate attention from 55% to 30% through development of consistent case definition and prioritization.

Developed and implemented quarterly internal client satisfaction survey, enabling identification of areas that require attention.

Reduced monthly average case load by 25% by addressing core IMPACT platform technical/architectural issues and staff training knowledge gaps.

Migrated multi-use ticketing system from Salesforce.com to corporate-sponsored Siebel On-Demand, saving over $100,000 in monthly operational expenses.

Migrated bug database from Remedy to corporate-sponsored SourceForge.net.

As leader of client issue prioritization team and change advocate, provided unbiased ongoing mediation of critical issues.

Scripted and distributed internal and client communications regarding production outages and sensitive technical issues.

Acted as the liaison between account/client services, operations and product development departments for operational and product marketing issues.

Participated in fast-action committee tasked with addressing sensitive privacy and deliverability issues.

Managed relationships with operations, engineering, QA and development groups- balancing variable department constraints and trade-offs.

As a manager, mentor and leader, developed a track record of attracting quality talent, fostering team spirit, motivating teams and directing/evaluating individual and team performance.

Developed career development opportunities based on individual interests and goals.

Enabled consistent employee review across regional offices through the development and implementation of role-specific performance metrics.

Effectively worked across multiple groups in complex organizations while creating work environments that fostered employee growth.

Account Management and Campaign Management

Account Manager, Client Services (2000-2001)
Managed a portfolio of accounts, including: Electronic Arts, Homestead, Alta Vista, Bizrate.com, Entertainment Weekly and Futureshop.ca
Client Service Manager (1999-2000)

Account Management

Inside Account Sales

Campaign Management

Developed project quotes, proposals and managed campaign execution teams.

Through a combination of marketing, analytical, and relationship management skills, set program growth objectives and managed the teams to develop and implement these programs.

Managed implementation launches for 12 new clients and enhancements projects for existing clients.

Authored and delivered periodic program performance reports to clients, resulting in strategic up-sell opportunities.

Managed the strategic and budget planning relationship with clients.

Managed up-sell relationships and revenue forecasting.

Defined client-specific up-sell and growth plans.

Developed project proposals/pricing and presented to clients.

Achieved client revenue growth of over 70% over 12 months through successful up-sell and expansion into new divisions of existing accounts.

Negotiated contract extensions/renewals.

Developed an understanding of clients' business models and needs in order to help design and roll-out marketing strategies.

Managed client movement along email marketing lifecycle testing and targeting roadmap.

Developed and launched 100's of email campaigns to client lists of over 10 million opt-in recipients

PRIOR EXPERIENCE

Montgomery Watson Americas, Senior Hydrogeologist / Quality Manager, 1991-1999

Leggette, Brashears & Graham, Hydrogeologist, 1990-1991

EDUCATION/PROFESSIONAL DEVELOPMENT

B.S., Geology, Denison University, Granville, Ohio

Additional coursework

Selected Graduate Courses, University of California, Berkeley CA
Effective Meeting Management, The Baron Group
Strategic Sales, Miller Heiman
Large Account Management Training (LAMP), Miller Heiman
Communications, time management courses
Consultative up-sell, inside sales courses