In my current role, I am learning what it looks like to be at an early stage startup. This means partnering with customers as we continue to find product market fit, getting comfortable with ambiguity, increasing my technical skills, and creating new AI powered systems.
FOUNDING CUSTOMER SUCCESS MANAGER
It was here that I confirmed how much I love customer training and education - in small groups, large groups, and virtually.
TRAINING SPECIALIST
This was the first time I had full ownership and real responsibility to produce undeniable operational improvements. I was surrounded by visionaries and brought in to balance the scales with efficiencies and scalable practices. It's where I realized how well my skills complimented those of founders.
PROGRAMS AND OPS MANAGER
In this role, I leaned back into my love of data as it relates to ops and strategy. It's also where I learned effective stakeholder management and where I became the unofficial "translator" between the technical and non-technical teams.
EMPLOYEE TRAINING AND REPORTING SPECIALIST
At this point, I started to challenge and redefine my idea of success. It's also where I started identifying gaps as opportunities to step up and get creative.
FACULTY SUPPORT SPECIALIST
It was in this role that I was challenged to find just the right balance between tradition and innovation.
ALUMNI AND FAMILY RELATIONS COORDINATOR
Here, I learned that I loved connecting data to results and using that to inform policy and strategy.
ADMISSIONS SPECIALIST
This is about what I've learned.
MY RESUME TELLS YOU WHAT I'VE DONE.
This was a breakthrough role for me. It's where I learned how to build a new business function and a team from the ground up, and where I become obsessed with the customer journey. Here, I was constantly iterating, testing, evaluating, and guiding my team through change. It's also where I became a people leader for the first time.
IMPLEMENTATION MANAGER
Specialists are experts in their lane.
Generalists connect those lanes.
Featured Projects
IMPROVE VISIBILITY ACROSS THE ORG AND INCREASE REPORTING CAPABILITIES
Performance Scorecard
- Met with all direct reports to identify gaps in their understanding of performance expectations
- Identified top metrics that were key indicators of role success in three categories: customer success, productivity, and revenue
- Established monthly and quarterly expectations for all roles and all levels on the team to create clarity around expectations and opportunities for advancement
- Created training and documentation to increase data literacy across the team (It's not enough to know what your metrics are if you don't know what they mean)
OFFER IMPLEMENTATION TO ALL CUSTOMERS WITHOUT INCREASING HEADCOUNT
Accelerator Program Growth
- Audited current programs to identify any gaps between our promise and the outcomes
- Analyzed our place in the local startup ecosystem - What was offered already in the community? Where did we fit? Was there anything missing that we could build?
- Developed a new program curriculum to satisfy a need based on local founders' feedback
- Established a new evergreen content strategy to compliment our live facilitation (this was the key to our scaling success)
- Increased number of annual accelerators by 150% in 2020
IMPROVE VISIBILITY ACROSS THE ORG AND INCREASE REPORTING CAPABILITIES
Asana to HubSpot Transition
- Audited current process and capabilities of managing customer implementations in Asana
- Became the HubSpot SME for my team
- Built the structure for book of business management, meeting notes, and data tracking
- Established new workflows and set boundaries for when to automate and to keep it manual
- Created new reporting dashboards to better track crucial metrics like time to completion and # of completed vs abandoned projects
- Managed training and change navigation with direct reports
OFFER IMPLEMENTATION TO ALL CUSTOMERS WITHOUT INCREASING HEADCOUNT
Implementation For All
- Analyzed current implementation efficiency, performance data, and historical take rate
- Collaborated with sales, marketing, and product to update assignment logic, talk tracks, automated workflows, and promotional content
- Decreased time to kickoff (the time between conversion and first implementation meeting) by proposing a new assignment strategy
- Led team of 10+ through the change, providing the right balance of guidance and autonomy
- Presented findings and results to senior level leadership, including the CEO
