Expert Details
SVP and GM, Growth
ID: 738434
California, USA
Specialties:
Go-to-market, e-commerce sales, product-led growth, growth marketing, team building, P&L management, corporate strategy, business operations, scalability. Have helped drive revenue in e-commerce, inside sales, and product-led sales businesses.
One of 25 individuals to win the Great Manager Award at Google and active mentor to startups.
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 2006 | Degree: MBA | Subject: Finance | Institution: Wharton |
| Year: 1999 | Degree: BA | Subject: Economics | Institution: Stanford |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2022 to Present | Employer: Undisclosed | Title: SVP and GM | Department: Growth |
Responsibilities:General manager and growth lead for product-led sales business, reporting directly to CEO. Responsible for driving ubiquity of scorecards by acquiring non-enterprise customers and driving subscription revenue through conversion of free users.- Introduce onboarding in product that increases new user invite virality by 47% and increases weekly free retention 9% - Grow ARR from freemium sourced companies by 20% in 2 months using product signals to generate BDR opportunities |
|||
| Years | Employer | Title | Department |
| Years: 2021 to 2022 | Employer: Adobe | Title: VP | Department: Digital Media |
Responsibilities:General manager for 65 person organization with revenue ownership for Adobe’s mobile subscription business and Genuine software program. Drive ongoing operating model transformation through business operations team and strategy team supporting Digital Media leadership. Active mentor in corporate sponsorship and women’s executive shadow program.- Owned $330M mobile business; grew FY21 NNARR by 100%, increased free-to-paid conversion 11 bps and reduced churn rate by 2.5 pts through growth squad experiments, merchandising changes, product advocacy, app store ads, and new launches - Drove change in mobile growth strategy to better align product roadmap and growth goals with underserved consumer users, resulting in changes to 5 mobile product roadmaps, partnership strategy, product marketing, and paid media goals - Ran Genuine Software team and P&L by converting illegitimate Adobe users to subscription plans through funnel optimization and product experience using personalized merchandising and marketing; growing topline 60% in FY21 - Formalized operating model changes to business unit to guide annual strategy plans for SMB and consumer growth by geographic expansion, business line prioritization, and introduction of operating squads for improved GTM velocity |
|||
| Years | Employer | Title | Department |
| Years: 2019 to 2021 | Employer: Adobe | Title: Vice President Go-To-Market Strategy & Operations | Department: |
Responsibilities:Led 120 person organization driving go-to-market activities and strategy for Adobe’s $10B Digital Media business. Supported global sales team with strategy, analytics, and operations across sales operations, e-commerce, and analytics. Drove conversion across all routes to market and stages of customer journey for Adobe.com, reseller channel, and inside sales motions.- Improved Adobe.com journey and SMB sales to increase conversion on Adobe.com by 27 bps and sales win rate by 22 pts - Increased productivity of B2B sales teams by 15% through optimization of lead routing, pipeline rigor, development of propensity model, implementation of segmentation, and new sales plays for upsell and cross-sell - Accelerated mobile app revenue through paywall optimization, ASO improvement and offer changes; increased conversion by 50 bps leading to 30% beat on FY20 plan, 70% Y/Y growth in downloads, 137% Y/Y growth in ARR - Drafted and executed business and GTM plan to scale Adobe Sign B2B sales motion globally and grow ARR by 200%+ Y/Y - Optimized online trial experience through changes to merchandising, default offer, trial duration, and product lineup - Grew owned P&L revenue 100% to $90M through enhanced digital customer funnel and relaunch of inside sales motion - Ran annual planning and strategy setting for Digital Media go-to-market and sales including new customer intent based journey strategy aligning PMM, Growth, and GTM strategies to drive better velocity and customer focus - Embedded propensity models, promotion strategies, and conversion levers into go-to-market for inside sales |
|||
| Years | Employer | Title | Department |
| Years: 2017 to 2019 | Employer: Johnson and Johnson | Title: Vice President and Global Head of Health Technology Strategy & Business Operations | Department: |
Responsibilities:Led global health technology strategy and business operations team to develop new technology revenue streams. Developed strategies to transform existing businesses and launch strategies to get J&J into new business lines.- Developed, secured funding, and led go-to-market for new consumer pain triage service; team worked closely with product management and software engineering to build service and get trusted tester live to 1,000 users - Evaluated customer need to create end-to-end experience for vision care diagnosis, fulfillment and care expected to generate $300M in incremental sales in 5 years; determined launch market as well as go-to-market strategy - Realigned enterprise strategy for direct-to-consumer commerce, prioritizing new consumer experiences, and business models; expected revenue of $2B in next 5 years; stood up new e-commerce opportunities and implemented new test-and-learns - Proposed strategy for medical device business to enter hospital software business in China and EMEA with expected revenue of $3B in 5 years; secured approval from CIO, launched test partnership and created go-to-market strategy - Shifted self-care strategy from making prescription drugs accessible in stores to online with internet generated prescription; initiative resulted in investments in two leading online pharmacies and a marketing shift to modern consumer experience |
|||
| Years | Employer | Title | Department |
| Years: 2014 to 2017 | Employer: Google, Inc. | Title: Director of Google Fiber Deployment Business Operations (promoted from Senior Manager | Department: |
Responsibilities:Winner of Great Manager Award at Google. One of first 200 business hires; led team of 37 consultants, program managers, and analysts to drive standardization and reduce bottlenecks in the deployment process. Owned all capital asks to Alphabet CFO.- Managed all construction CAPEX requests ($4B) and savings initiatives to reduce upfront expenditure and cost per household passed by 45%; managed all deployment team OPEX budgets ($350M) and headcount allocation (774 FTEs) - Executed initiative to ensure all teams in Google Fiber contribute to hitting target subscriber goals; achieved annual goal through weekly executive asks, management of task force, and strategic changes to product and process - Spearheaded city turnaround strategy in Kansas City and Austin to fix 3rd party problems impacting speed of deployment; led to 60% reduction in customer wait time after solutions implemented - Owned all deployment forecasts and strategic engagements to speed deployment; reinvent field staffing and support strategy as well as end-to-end small business process to support ~35% decrease in deployment time - Drove technology improvements to deployment team including rollout of ticketing and improvements to reporting tools |
|||
| Years | Employer | Title | Department |
| Years: 2012 to 2014 | Employer: Youtube, LLC (a subsidiary of Google, Inc.) | Title: Senior Manager, Americas Online Partner Operations | Department: |
Responsibilities:Led team of 2 managers and 21 account managers in growing largest online partners viewership and revenue with 71% y/y watchtime growth for North America and LATAM. Hired to scale partner program reach from launch and expand to new verticals.- Increased team reach from 350 accounts/year to ~5,000 through introduction of rotational book and consultation program - Revamped account management program to provide more useful optimizations in standardized format, resulting in 10 percentage point increase in partner satisfaction over 6 months - Produced YouTube Creator Accelerator to incubate most promising creators through dedicated account management, creative consultations, and collaborations; resulted in 17% increase in watchtime over 4 months and 85% satisfaction with program - Enhanced Salesforce reports and automation resulting in 100% adoption by team for book management and lead gen |
|||
| Years | Employer | Title | Department |
| Years: 2010 to 2012 | Employer: Google, Inc. | Title: Senior Manager, Consumer Operations (Gmail, Calendar, Chat) (promoted from Manager) | Department: |
Responsibilities:Led operations team of 2 managers and 20 individuals in product advocacy, user voice, operational improvement and user education. Selected as cross-team product advocacy lead with dotted line responsibility for 45 product specialists.- Increased bug fix rate by 12 percentage points though introduction of month-end processes and fix commitments of PM/Eng - Expanded email recovery access by 200% through improved discoverability of help forms & automation of bottlenecks - Raised help center efficacy by 10 percentage points through improvement of low resolution rate articles and new taxonomy - Ran department projects including 2012 Business Plan, High Touch Support Evaluation Framework, and dogfood ownership |
|||
| Years | Employer | Title | Department |
| Years: 2007 to 2010 | Employer: Google, Inc. | Title: Principal, Business & Operations Strategy (promoted from Associate) | Department: |
Responsibilities:Led project teams of 2-20 to execute strategic and operational improvement projects for Google’s internal strategy group.- Evaluated DoubleClick processes to recommend billing workflow changes reducing error rates by 50% and increasing CSAT - Developed sales strategy framework and allocation model to assign resources to largest incremental opportunities - Created strategy and revenue model for YouTube entry into new market opportunity in video subscriptions - Led team to produce slides highlighting accomplishments/strategy for CEO to present to the Board of Directors for 8 quarters - Implemented new structure for Engineering to provide more discrete management responsibility and project prioritization - Designed and implemented process to cancel engineering projects and reallocate ~400 engineers to higher priority projects |
|||
| Years | Employer | Title | Department |
| Years: 1999 to 2007 | Employer: UBS and Charles Schwab & CO | Title: Previous roles | Department: |
Responsibilities:Previous Roles at UBS and Charles Schwab & Co 1999-2005, 2006-2007 |
|||
Career Accomplishments
| Awards / Recognition |
|---|
| One of 25 individuals to win the Great Manager Award at Google and active mentor to startups. |