Dakine was running paid search campaigns that were targeting all of the United States and were not breaking up states. I let them know this was a concern because different audiences in different regions are going to be interested in the same products, it depends on the weather.

• Extremely competitive job market 
• Shortage of qualified truck drivers
• Noncompetitive offer in the job marketplace 
• Unique customer persona with a specific skill set

At Verizon, I held various roles that included Head of Multicultural marketing and Head of Sports Marketing. In these roles, I oversaw budgets as big as $50M and had teams of 22 and 10 direct reports.

Atlassian, a B2B workplace collaboration software company, was heading towards a cloud-first future where it needed to move its marketing processes from being focused on high-touch single product journeys to now self-serve (user onboards on their own), low-touch (light chat support based on bronze/silver status) and high-touch (gold status, enterprise customers) across many products and apps.

The technology, marketing and sales teams were misaligned, and looked for a partner who could speak marketing + sales + technology, which was the role I played. My responsibility was in leading product managers and program managers to enable strategies in lifecycle marketing (prospects growth, lead acquisition, nurture programming, conversion and retention) and move freemium users through the upgrade path, with the goal of activating low-CAC flywheel marketing.