I am a leader of the communications, marketing, and product management function with 20 years of experience now helping to develop the next generation of business professionals as a high education administrator and instructor.
Over the last several years my work has kept me a the forefront of strategies and challenges in deploying digital transformations across social media, marketing, and customer care. My expertise spans traditional communications, crisis communications digital media, product management, and human resources.
Throughout that time a few things have always remained true: I focus on process, I create stories, and I try make sure the organizations I work for care about people (and show it).
My business credentials:
Master of Business Administration (MBA) from Temple University, Fox School of Business and Management – Philadelphia, PA
Bachelor of Arts (BA) in Communications from Rutgers University/ School of Communication Information and Library Studies – New Brunswick, NJ. Major: Communication, with PR concentration Minor: Psychology.
Six Sigma Green Belt – certified through Temple University 2007
Guest Lecturer, Massachusetts Institute of Technology (MIT) – Social Media Issues & Crisis in the Summer Short Courses Program (2012-2013)
Public Relations Society of America (PRSA) Silver Anvil Awards Judge (2003 – 2014)
Who I’ve worked for
Coastal Carolina University – currently serving as the graduate program manager for the Wall College of Business overseeing the recruitment, marketing and administration of our MBA program. I also serve as adjunct faculty instructor for undergraduate and graduate courses in management and marketing.
Sprinklr – building a number of multi-million dollar product lines including Analytics, Social Display, Competitive benchmarking, API, and Integrations. Moved on to work on streaming HR processes and infrastructure to address the needs to scale the organization and build the company’s first diversity program.
DuPont – hired to build a $1MM program to develop the social media issues and crisis methodology for a risk-adverse company operating in a highly regulated industry. After we rolled out the crisis process and software infrastructure, I led the cross functional corporate social media team to engage fans across our corporate message platform, promote Executive visibility and financial information. I oversaw our SMMS with 200 community managers around the world.
Afilias – led all global communications from when this company was a start-up to when they assumed #2 industry market position. We launched the first new top-level domain ever created (.INFO) and built it into the most successful new TLD ever launched. I also devised the communications plan for the media and our registrar channel to manage the the first ever registry transition of a TLD from one provider to another when .ORG was reassigned; we transitioned 3 million names and hundreds of registrars with zero impact to domain owners. I spent 10 years in community outreach and media relations on DNS, Internet policy, cybersecurity, technical standards and general domain industry issues that govern how the Internet is still used today. I cut my teeth here on “new media” before Twitter ever existed, when blogs were still on blogspot and the first online activism was on message boards.
Hill & Knowlton – worked in the Technology Group of one of the largest PR companies on the planet creating media and messaging strategy for clients in the hardware, mobile & wireless, security and Internet space.
My management style
I have led remote teams my entire career. I pride myself on being a great team leader that sets high expectations but also provides clarity of vision and goals. I also believe in developing people and seeing their potential. I look for the unique talent in people and believe more in developing them to grow than simply hiring someone else who has “done it before.”
One of the great joys in my life are the times when I’ve had team members who needed to move on to another career opportunity tell me that the most difficult part of the decision was leaving my team. More specifically, leaving me as their manager. While it’s hard to see people go, I have been so proud of the careers that some of my team members have developed and the talent they have.
I believe that a high performance team is one with data, accountability, transparency and psychological safety to take risks and innovate. I am decisive and have a bias toward action. My key strengths are that I am a systems (or data/process) thinker and I thrive on connecting the dots between disparate ideas to move ahead. Compliance and policy positions follow me wherever I am in a company and I attract “Fixer” projects. If I don’t know something I need to do a job, I learn it and I expect my teams to have the same mindset and drive.