Experience

Operators Guild

• United States
• Professional Organizations
• 1 - 100 Employee

• Member

  • 2023 - Present



Nfinite

• United States
• Technology, Information and Internet
• 200 - 300 Employee

• Head of Product Marketing

  • 2022 - 2022

  I led go-to-market initiatives across across sales, marketing, product, and customer success teams in concert with executive leadership. ___ …try explaining the value of 3D model renders to a furniture salesman… I led go-to-market initiatives across across sales, marketing, product, and customer success teams in concert with executive leadership. ___ …try explaining the value of 3D model renders to a furniture salesman…



Fountain

• United States
• Software Development
• 100 - 200 Employee

• Product Marketing Lead

  • 2021 - 2022

  I established and led four core areas of product marketing: - Messaging & Positioning: customer and target buyer segmentation, competitive dynamics, and value proposition definition - Pricing & Packaging: devising, launching and revising a new P&P model - Go-to-Market Launches: building and executing the feature and product launch process. Exploring and pitching new products and features to build - Customer Voice: capturing customer sentiment and requests, then synthesizing that input with the product roadmap Fountain: $185M Series C funding, 75+ countries, >300% year-over-year revenue growth ___ High growth is fun — priority setting is paramount. Bright minds make that task possible — not-so-bright minds line the rails with pennies.



Zendesk

• Software Development
• 700 & Above Employee

• Competitive Strategy Manager, Product Marketing

  • 2018 - 2020

  I executed competitive go-to-market (GTM) strategy as Zendesk expanded from mid-market to enterprise customers across the globe. I led a series of programs to research the competitive landscape, author sales and marketing positioning tools, and enable client-facing teams to win more competitive deals.I also provided competitive positioning and M&A target reports to our executive team.___Customer service is a thankless job. They are the unsung heroes of product success, and non-boring happy hours.

• Product Marketing Manager

  • 2018 - 2019



TriVest - Trium Investments (Pty) Ltd

• South Africa
• Investment Management

• Chief Of Staff

  • 2016 - 2017

  I defined and implemented operations strategies that made portfolio companies more profitable (sometimes just profitable at all). One key project resulted in a division carveout of a solar energy company. I merged purchasing logistics between commercial and residential builds, simplified internal operations and team management, and built a financial planning model for the board of directors. Cultural laws and traditions played a large role in my reorganization work. The Black Economic Empowerment (BEE) programme of South Africa shaped investor lists, team management decisions and government contracts. ___ Biltong is better than beef jerky. Change my mind.



IESE Business School

• Spain
• Education Administration Programs
• 700 & Above Employee

• MBA Program (Bilingual Degree)

  • 2015 - 2017

  - Spanish language fluency: DELE B2 Certification - TMT Club (Technology, Media and Telecom) - Salsa Club (we won!) - Spanish language fluency: DELE B2 Certification - TMT Club (Technology, Media and Telecom) - Salsa Club (we won!)



IBM

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Senior Management Consultant

  • 2013 - 2015

  I built and launched business process management PaaS solutions at Fortune 1000 clients in numerous countries. Web apps spanned business units to drive process visibility, continuous process improvement and better process control. We employed an agile development methodology and frequently expanded projects across company functions and international borders.Many of our implementation teams were big (20-30 consultants). I managed sub-project teams of 3-5 consultants, both technical and non-technical.___Lessons learned:Sometimes companies haven’t defined efficient processes. Sometimes their processes are really complicated. Oftentimes there is a better way. No one likes consultants.

• Management Consultant

  • 2012 - 2013

  As part of an internal IBM competition, I prototyped a 3D process mapping technique that showcased data contextually in manager dashboards. People liked it and some features made subsequent product releases.



Bosch

• Germany
• Software Development
• 700 & Above Employee

• Logistics Analyst, Worldwide

  • 2011 - 2012

  As a part of the logistics organization, I led a team to build a dynamic shipping web application. We used Google Maps and historic order data to triangulate optimal Less-Than-Truckload (LTL) routes between factories.___Highlight: learning to speak Spanish.Lowlight: failing to learn German.

• Global Purchasing Analyst

  • 2010 - 2011

  I reduced costs by working with vendors to optimize their lean production techniques. After developing a supplier evaluation methodology aligned with Bosch Production Principles, I evaluated, selected and coached vendors during on-site factory visits throughout Mexico and Germany. In Stuttgart, I managed a total cost of ownership (TCO) software tool rollout across Western Europe.



AIESEC

• Canada
• Non-profit Organizations
• 700 & Above Employee

• Business Development Lead

  • 2008 - 2011

  While in engineering school, I led a team in AIESEC, a global student organization, to develop corporate relations and source internships for international students. ___ We worked hard and partied occasionally. While in engineering school, I led a team in AIESEC, a global student organization, to develop corporate relations and source internships for international students. ___ We worked hard and partied occasionally.