Seattle, Washington, United States
I am a go-to-market and growth leader with 17+ years of experience building and scaling businesses across retail, e-commerce, marketplaces, media, and education technology. Throughout my career, I have led commercial strategies that accelerate growth, improve profitability, and create exceptional customer experiences. From managing large retail and marketplace businesses at Amazon, to launching and scaling the Hearst Marketplace, to leading the go-to-market strategy for Brightwheel’s education business, I thrive at the intersection of strategy, execution, and cross-functional leadership. I enjoy solving complex business challenges, building high-performing teams, and partnering across Product, Marketing, Sales, Customer Success, and Operations to deliver measurable business results. Core areas of expertise include: • Go-to-Market Strategy • Revenue Growth & Customer Acquisition • Business Development & Strategic Partnerships • P&L Management • Marketplace & E-commerce Strategy • Commercial & Growth Strategy • Analytics & Data-Driven Decision Making • Executive Leadership & Team Development
I led Business Operations for Hearst’s e-commerce Marketplace, spanning six high-profile media brands (Harper’s Bazaar, Cosmopolitan, Oprah Daily, Men’s Health, Women’s Health, Prevention), reporting into the Chief eCommerce Officer. I built and and scaled the Marketplace Business Operations team (11 people) from the ground up and exceeded Year 1 growth targets, surpassing GMV and revenue goals by +XX% and onboarding XXX new Sellers. Key accomplishments and oversight included: • Go-to-Market Strategy and Execution: Developed and executed the end-to-end strategy to launch and expand the Marketplace, including Seller acquisition, product assortment, platform partnerships, and merchandising. • Partnership Development: Secured and launched strategic integrations with brands and commerce companies like Sephora, Rithum, and Cymbio to accelerate assortment and operational scale. • Cross-Functional Leadership: Partnered with Editorial, Marketing, and Product teams to align on selection strategy, drive traffic, influence product roadmap, and optimize the customer journey. • Team Building: Built and led four high-performing teams across Business Development, Merchandising and Promotions, Technical Operations, and Customer Service. • Customer Focus: Launched a dedicated customer support team to manage Marketplace inquiries, ensuring a seamless post-purchase customer experience.
Oversaw team that owned end-to-end event management for US Events (e.g., Prime Day, Holiday/Q4) and Seasonal Events (e.g., Mother’s Day, Father’s Day): created and drove overall event strategy, managed internal partnerships, coordinated curation/site merchandising, partnered with creative team to create/deliver all creative assets, created traffic/discoverability strategy, and managed reporting. Responsible for hiring/developing team of approximately 30, including Managers, ICs and contractors. Consistently delivered results, driving YoY growth and exceeding plan for all events during my tenure: Seasonal Events topline GMS +X% YoY and +X% vs. plan; Q4/Holiday topline GMS +X% YoY and +X% vs. plan.
In this role I oversaw a team of 15+ across four functional areas for the Sports & Outdoors category: Business Development, Marketing, 3P and Product. Achievements include: • Launching one of the biggest Sports holdout brands on Amazon, delivering results with Y1 topline and margin exceeding forecast. Scope included managing brand relationship, negotiating financial terms, managing Project Manager overseeing the launch, leading the operational workstream required to launch new delivery service for heavy-bulky products, and creating marketing and merchandising launch strategy. The strong results drove the brand’s CEO to state in their earnings call that the Amazon partnership launch outperformed their expectations. • Managing the Business Development team responsible for signing and onboarding new Sports & Outdoors brands to Amazon.com and creating the go-to-market strategy for newly signed brands (e.g., onsite and offsite traffic drivers). Consistently hit annual goal of new brand signings. • Creating new S&O Marketing strategy, gaining leadership alignment to fund traffic channel investments across Display Advertising, Social, Email and Influencers. Hired first site merchandising contractors to elevate onsite creative assets. Grew vendor Co-op funding by +60% and managed annual $XXM marketing budget. • People Leadership: 4.3 Manager Satisfaction score (vs. 4.0 average) with my strengths noted as communication, bias for action, inclusion, team collaboration, and customer focus. Mentored six employees across five organizations and two countries. Nominated to sponsor a Sr. Product Manager in the North America Sponsorship Program. Chosen as People SME for the organization’s VP, writing and presenting a monthly document on org trends and opportunities.
Led the Amazon US Fitness business ($XB in annual revenue), a complex business due to the broad mix of products from heavy bulky exercise and fitness equipment, to sports apparel. • Owned the P&L, including planning, forecasting and driving growth for the category. Consistently delivered financial improvements: increased margins +XXXbps, improved inventory availability +XXXbps, delivered $XXM in vendor negotiations margin (+XX% vs goal), hit promotional goal. • Created the strategy to drive profitable growth, setting goals for the business, and ensuring alignment with broader business goals and vision • Developed strong partnerships with brands/vendors and represented Amazon in meetings with Senior executive teams/C-Suite at top vendors • Oversaw complex negotiations, consistently exceeding annual targets • Generated and implemented new ideas to drive business improvements, innovation, and scale within the category and across the Retail business • Led and developed a team of 10+ Vendor Managers responsible for building brand partnerships, increasing category selection, driving profitable growth, and launching new supply chain models.
Managed the marketing strategy and execution of the DISH Indirect Sales business, which accounted for almost half of all annual DISH business. Managed the launch of a brand new co-op marketing platform that streamlined how Indirect partners purchase and execute marketing, resulting in $1.25M in annual savings: determined marketing tactics, worked with creative agency to create assets, created communication and training strategy, and developed reporting to track marketing campaign success. Launched a new local marketing strategy: choose markets based on key metrics and cross-functional input, and worked with media agency and sales partners to determine marketing tactics to execute in each market. Oversaw in-store merchandising strategy: determined marketing materials and creative execution, and managed production and distribution. Led a team of four, ensuring team met expectations against their work plan and providing ongoing career coaching. Launched Marketing Mentor Group to promote career growth and development.
Managed merchandising strategy for Statement and Fine Jewelry departments, accounting for $250M+ of annual revenue: created and executed worldwide assortment strategy, set retail prices by analyzing costs and aligning pricing structure with margin requirements and market conditions, maintained lifecycle planning by reviewing aged product and creating sell-through strategy for that product, identified new product opportunities by analyzing sales and inventory to determine assortment gaps and then collaborated with product development on new product launches, worked with Marketing/PR on advertising strategy for all print and web exposure.
Managed the business of vendors in the US and Europe that accounted for 22% of total Tiffany sales: communicated with vendors daily regarding all aspects of the supply chain (component procurement, manufacturing priorities, capacity, production issues, and finished good delivery schedule), managed and negotiated vendor costs (analyzed impact of cost savings and executed cost savings measures such as tiered pricing or using Tiffany supplied components), and executed strategies to reduce vendor lead time and mitigate supply chain issues.