VP Growth and Operations

• Jun 2021 - Present

Board Member

• Apr 2021 - Present

CORPORATE PROFILE: An Edtech startup supporting those in the college application process by creating high-quality and rigorous programs to generate digital artifacts. RESPONSIBILITY PROFILE: Function as a Strategic Business Advisor to the CEO (on legal, personnel, cash management, quality, etc.), develop business models and GTM plans, create and pursue strategic business partnerships, and provide COO-level support organization wide. CORPORATE PROFILE: An Edtech startup supporting those in the college application process by creating high-quality and rigorous programs to generate digital artifacts. RESPONSIBILITY PROFILE: Function as a Strategic Business Advisor to the CEO (on legal, personnel, cash management, quality, etc.), develop business models and GTM plans, create and pursue strategic business partnerships, and provide COO-level support organization wide.

Vice President Product Management

• Mar 2019 - May 2021

CORPORATE PROFILE: A $330M developer and distributor of assessments in the academic, professional, government, corporate and IT technology markets with 2,000 employees. RESPONSIBILITY PROFILE: Reporting to the Chief Technology and Product Officer with a $2M OPEX, $15M CAPEX, $30M Revenue Goal and 10 employees with 4 direct with Prometric, I was responsible for bringing new products to market through market and customer analysis and product development programs. I also prepared ROI analyses, and marketing, sales enablement and product development time schedules and roadmaps. ACHIEVED IN THIS ROLE PRODUCT DEVELOPMENT AND STRATEGY • The company’s reputation was not that of an innovator or thought leader. I determined to restore a culture of innovation and new product introduction. Over the first 120 days, I recruited new product managers, developed roadmaps, crafted the innovation strategy and plan, and instituted and led product-based training, and integrated new Sales technology, regularly communicating status to the Board. This aligned revenue to investment, contributing to on target sales growth the first year referenced above and established SOP for product innovation. CUSTOMER ENGAGEMENT / INNOVATION • The CTO / CPO (one person/combined roles) recruited me heighten customer engagement. Over 60 days, I led advisory sessions alongside stakeholders (including ELT and Account Teams), sourced appropriate client representatives to attend, recruited outside speakers, and pitched actionable market and product intelligence concepts. These events improved key client relationships and enabled development feedback. The company has now established several industry-specific advisory panels, and these methodologies are benchmarks for the organization. Show less

Vice President Product Management & Strategy and International Operations

• 2015 - Feb 2019

CORPORATE PROFILE: A network of corporate and franchised supplemental learning centers for K-12 students. RESPONSIBILITY PROFILE: In my last role with Sylvan Learning, I reported to the CEO with a $5M OPEX, $30M Revenue Goal and 20 employees with 5 direct. My duties included leading negotiations and operations of new and existing international operations across seven countries.

Vice President of Product Management and Strategy

• 2018 - 2018

RESPONSIBILITY PROFILE: In this role, I reported to the CEO with a $1M OPEX, $3M CAPEX and 10 employees with 5 direct. I was in charge of researching, developing and executing updated customer value proposition and pricing strategy to expand our customer base, accessibility, increasing brand competitiveness and growing contacts.

Vice President of Product Management

• Feb 2015 - 2017

RESPONSIBILITY PROFILE: As VP of Product Management, I reported to the Chief Product Officer with a $1M OPEX, $2M CAPEX, $12M Revenue Goal and 10 employees with 3 direct. I managed product P&L, key metrics, and development and implementation of a standard product management approach for 3 brands. I also mobilized a remote sales force and increased product adoption/revenue from all channels. The CEO promoted and challenged me to effectively operate and source new opportunities for international expansion after 5 years of attempts had failed to deliver reliable results. I traveled to China, met with school leaders, government officials, and legal advisors. Then, I negotiated, and executed expansion operations and achieved partnerships with Chinese IT companies to ensure compliance. These efforts successfully penetrated the Chinese market with a minimal investment and generated $50K in revenue the first quarter. These methodologies were adopted for 7 other countries and within 2 years, I was promoted to VP Product Management, Strategy & International Operations as a result.ACHIEVED IN THIS ROLEPRODUCT INNOVATION / PRODUCT TURNAROUND / EMPLOYEE ENGAGEMENT• I was called upon by the CEO to reinvigorate value proposition and restore order core business, which had lost market share for ~5 consecutive years with unacceptable attrition rates. I investigated root causes, assembled focus groups, and identified and addressed issues. Together with my team, developed segmentation and new product concepts, navigated change resistance, and led market testing. This reduced attrition, increased site visit to form conversion as a direct result of two new products in this initiative. Show less

Vice President of Product Management ACHIEVEMENTS PART 2

• 2015 - 2017

ACHIEVEMENTS CONTINUEDVENDOR NEGOTIATION / INTERDEPARTMENTAL COOPERATION / STRATEGY• When I recognized that a vendor agreement was approaching auto-renewal and it required renegotiation to prevent surpassing budget constraints, I partnered with Finance and Legal to create new models, identify areas of flexibility, formulate a negotiation strategy, and secure Board approval. We met with the vendor and led negotiations. These negotiations secured a new contract that reduced annual expenses, delivered flexibility in exit and renewal, and reduced COLA to sustainable levels.MARKET PENETRATION / PRODUCT TURNAROUND• SAT testing changes necessitated refreshed material, but YoY declines in product use discouraged reinvestment. I determined to rewrite the program, increase usage, and reduce delivery cost. Over 180 days, crafted the plan with my team, created new educational materials, delivered sales training, negotiated vendor agreements to include enhanced technology and print-on-demand solutions, and developed a GTM strategy. These efforts were declared Best Practice and led to increased enrollment and new revenue levels that exceeded leadership targets. Show less

Vice President & General Manager – SylvanSync and Contract Programs

• Sep 2012 - Dec 2014

RESPONSIBILITY PROFILE: Reporting to the Chief Operating Officer with a $10M CAPEX, $30M Revenue Goal and 50 employees with 3 direct, here I was responsible for implementing paperless delivery, creating and integrating a strategy to expand service locations to 200, increasing unit-level profitability, and managing/expanding contract business in transition to new contract vehicles. Federal funding changes threatened multiple programs and revenue. The COO promoted and charged me to source new funding, protect royalties, and maintain morale. Over 2 years, I built a team and we identified new funding, partnered with franchisees to analyze state contracts to pursue alternatives funding solutions, repurposed the STEM product line, and collaboratively educated franchisees. These alternatives exceeded budget expectations by 10%, improved franchisee relations and continue to provide significant, profitable revenue streams. Show less

Senior Director of Project Management

• 2009 - 2012

RESPONSIBILITY PROFILE: When I started with Sylvan, I reported to the Chief Technology Officer with a $3M OPEX and 25 employees with 3 direct. I was in charge of developing and implementing PMO, standardized project management tools, reporting, and a standardized approach to evaluate project requests and priorities. After 2 years of failed attempts by previous leaders, I was retained and tasked by the CTO to revive and stabilize a digital delivery project that was behind schedule. I redesigned deployment and installation activities, assembled a team, partnered with hardware and software vendors to optimize the platform, and led migration of paper content. The new platform provided in-depth data and analytics and enabled remote content delivery significantly expanding footprint and delivery locations. The ongoing core program has grown 7% and these efforts have become SOPs. I was promoted to VP & GM of SylvanSync and Contract Programs as a result. Show less

Vice President Operations

• 2008 - 2009

CORPORATE PROFILE: A waiting room entertainment and advertising platform. RESPONSIBILITY PROFILE: Reporting to the CEO and Owner with 25 employees and 3 direct, with CaerVision, I was responsible for developing a flat panel advertising network, including all product, marketing, technical development, rollout and implementation to initial 500 offices. I also established logistics and support centers for pre and post-production in economically challenged areas. CORPORATE PROFILE: A waiting room entertainment and advertising platform. RESPONSIBILITY PROFILE: Reporting to the CEO and Owner with 25 employees and 3 direct, with CaerVision, I was responsible for developing a flat panel advertising network, including all product, marketing, technical development, rollout and implementation to initial 500 offices. I also established logistics and support centers for pre and post-production in economically challenged areas.

Vice President Product Management

• Oct 2003 - May 2008

CORPORATE PROFILE: A $100M franchised English language training Company. RESPONSIBILITY PROFILE: As VP Product Management for Wall Street English, I reported to the CEO with a $10M OPEX, $5M CAPEX and 25 employees with 5 direct. I was responsible for leading cross-functional projects to develop new products, developing corporate sales product strategy to expand product use in new channels, and creating/implementing strategic technology initiatives for business support. CORPORATE PROFILE: A $100M franchised English language training Company. RESPONSIBILITY PROFILE: As VP Product Management for Wall Street English, I reported to the CEO with a $10M OPEX, $5M CAPEX and 25 employees with 5 direct. I was responsible for leading cross-functional projects to develop new products, developing corporate sales product strategy to expand product use in new channels, and creating/implementing strategic technology initiatives for business support.

Project Director

• 1999 - 2003

eCommerce Industries, Inc. (ECI²), a leading provider of information technology solutions to the office products and adjacent industries. As part of the original startup team my responsibilities included defining all technical projects and determining best path to success. Responsible for development, deployment and support of business applications – both client/server and SaaS. eCommerce Industries, Inc. (ECI²), a leading provider of information technology solutions to the office products and adjacent industries. As part of the original startup team my responsibilities included defining all technical projects and determining best path to success. Responsible for development, deployment and support of business applications – both client/server and SaaS.