I help organizations make complex decisions to improve their commercial performance.
During my eight years as a consultant, I came to realize that I am most passionate about helping organizations get closer to their customer.
From performing-arts not-for-profits to retail chains to B2B SaaS organizations, I work to provide a structured yet creative approach to improve the customer experience. In my time as an independent consultant, I had the opportunity to serve clients across numerous touchpoints - from brand awareness to digital product engagement to return sales. This experience - combined with a rigorous goal to empathize with customer needs - gives me the ability both to set the strategy and also to work closely with operational and technical teams to make it happen.
In addition to commercial performance, I am also passionate about building and sustaining the right talent within an organization. As part of this effort, I have been engaged with The Sabbatical Project, an initiative that empowers people to experience the transformational impact of sabbaticals in their lives.
Examples of impact through independent consulting
Strategic planning to grow a performing arts organization
A performing arts organization developed and prioritized a portfolio of growth initiatives across the performing, educational, and community service parts of the organization. The growth strategy and implementation plan are designed to drive revenues in the medium term (2-3 years) and long-term (5+ years).
Pricing services in a new business
An education not-for-profit was launching a new executive recruiting business to build on its existing education consulting offering. Given the lack of data and the length of its executive searches, the team struggled with the prospect of operating at a loss. By creating a simple cost-based pricing algorithm and testing it in the marketplace, the team was able to put in place a clear tiered pricing strategy that appealed to customers while preventing the organization from losing income.
Prioritizing investment for a not-for-profit portfolio
A large global foundation had funding to support sustainable agricultural development in sub-Saharan Africa and South Asia, but wanted to make sure it focused its financial investments on the right countries and the right crops. By combining large population and agricultural output data, the team rebalanced its portfolio to have the most impact, prioritizing eight countries with three target crop interventions for each region.
Re-engaging sales organization and building a sales playbook
Faced with market consolidation and declining revenues, a tech firm needed to identify how to reengage its sales team to prioritize the accounts that mattered. First, the team analyzed large quantities of call and engagement data to determine at-risk and long-term high value accounts. Coupled with a playbook that trained sales agents on best practices of running sales calls, the team improved its sales by 20%.
Resetting country-based targets for food processing
An agricultural development not-for-profit was faced with changing market conditions across five of its target countries. By identifying each country’s supply chain and operational issues, the team was able to tailor a strategy in each geography, resetting country targets and reach total desired impact.
Constructing a global digital organization
A large global consumer corporation wanted to merge parts of its marketing team and its IT team to form an integrated digital team with a single strategy. Starting from the ground up, the team identified 12 capabilities it wanted to build across the globe, working with each region to manage the talent across a 200-person organization.