Business-First HR Executive | Head of People | Building High-Trust, High-Performance Cultures in SaaS & Tech | Board Member | SHRM-SCP, MBA
Boston, Massachusetts, United States of America
Business-First HR Executive | Head of People | Building High-Trust, High-Performance Cultures in SaaS & Tech | Board Member | SHRM-SCP, MBA
Boston, Massachusetts, United States of America
Validated traits
Testimonials
Work history
HRLF (Human Resource Leadership Forum)
Vendr
ZoomInfo
Vecteris
Lux Research
Kantar
Forrester
Forrester Research
ForMyCause.com
State Street
Baltic Yachts
AUG 2025 - PRESENT · 1 year
Member and Vice Chair, Board of Directors
AUG 2025 - PRESENT · 1 year
JAN 2023 - FEB 2026 · 3.2 years
Head of People
MAR 2023 - FEB 2026 · 3 years
As Vendr scaled rapidly to roughly 400 employees, the organization had outgrown its informal approach to compensation, leveling, performance, and rewards. Without a formal framework, the company faced growing pay inequity, inconsistent promotion decisions, and leaders who lacked a basis for making hiring, performance, or talent decisions. This created risk both for employee trust and for the company's ability to scale its people practices sustainably. As Head of People, I owned with the team the end-to-end design and rollout of a comprehensive compensation and leveling overhaul. I partnered directly with the CEO and C-suite to establish the company's compensation philosophy, then led an 8-week project to build a formal leveling framework from the ground up. I transitioned the company from an insufficient external benchmarking tool to a consolidated compensation partner, built out wage program ranges that incorporated equity considerations, and developed a pay transparency strategy. In parallel, I revamped the benefits portfolio to better align cost and value. Before launch, I trained all leaders and managers across two dedicated sessions to ensure they understood and could confidently apply the new framework, then rolled out a redesigned annual and mid-year performance review process in Lattice. The results were significant and measurable within just two quarters: we closed identified pay gaps for 95% of flagged employees, cut benefits costs by 25%, and saw a marked rise in manager confidence around compensation and promotion decisions, as reflected in post-training surveys. Voluntary regrettable turnover in key roles also declined as employees gained clearer visibility into growth paths and engaged in more substantive career development conversations with their managers; turning a fragmented, ad hoc system into a scalable, equitable foundation for talent decisions.
Our HR team was drowning in repetitive inquiries, spending over 15 hours per week answering the same questions about benefits, PTO policies, and employee handbook items. Employees often waited for responses, which created frustration and prevented our HR team from focusing on strategic initiatives that could drive real organizational impact. I led the design and implementation of an AI-powered Ask-HR agent using Claude, integrated directly into Slack where employees already communicated. Working closely with our Head of IT & Security, I connected the agent to our knowledge base and established a governance framework to ensure accuracy and appropriateness. The most critical challenge was tuning the system to provide reliable answers while intelligently escalating sensitive questions that weren't suitable for a public Slack channel. I piloted the tool with a small group, continuously refined the prompts based on real interactions, and then rolled it out company-wide with ongoing monitoring and adjustments. Within the first month, the agent handled ~80% of routine questions and saved the HR team 8-10 hours per week. Employees loved the instant answers and appreciated no longer needing to hunt through our Notion employee resource center or policy documents. The agent even became a helpful resource for HR team members handling escalated questions. The impact was visible to our entire executive and leadership teams, who saw measurable improvements in both team efficiency and employee satisfaction scores.
During a period of rapid organizational growth, our company faced significant leadership challenges. Many managers were new to leadership roles or had never led remote teams, resulting in struggles with change management, communication, and collaboration. Employee engagement scores revealed particularly low trust in senior leadership, and I was consistently hearing feedback about trust issues and misalignment that were actively affecting team performance. The situation demanded a comprehensive solution to equip our leadership team with the skills and frameworks needed to lead effectively in this new environment. I took ownership of the solution from concept to execution. After assessing the specific needs and building a business case, I designed a comprehensive five-module training program covering: 1) Expectations of Leadership with a focus on building and fostering trust, 2) Partnering with the People team on core areas including Process & Policies, Hiring & Onboarding, and Feedback & Performance, 3) Leveling, Compensation, Performance & Rewards, 4) Preparing, Delivering, and Following up on Feedback, and 5) Career Development Conversations. I personally delivered the mandatory training to all leaders and managers in small group sessions, evaluated impact through 1:1 meetings with participants, and provided additional post-delivery coaching sessions for those less familiar with the concepts. Over the course of 12 months, I rolled out the complete program to approximately 30 managers across the company. The results were significant: during my tenure, eNPS improved by 64% and overall Employee Engagement increased by 30%. We saw measurable upticks in trust in senior leadership, communication, collaboration, and organizational alignment. Qualitatively, mid-level managers provided powerful feedback about how the training transformed their ability to lead teams effectively and drive higher performance. The program became a cornerstone of our leadership development approach during a critical growth phase.
Senior Director of Operations
JAN 2023 - MAR 2023 · 3 months
Reporting to the CFO/COO, led projects in support of strategic value delivery and streamlined operations.
JAN 2022 - NOV 2022 · 11 months
Senior Director of Revenue Operations
JAN 2022 - NOV 2022 · 11 months
Led team delivering strategic programs and outcomes for go-to-market and executive leadership. Sample projects led included:<br>- Acquisition and integration of Dogpatch Advisors, and subsequent launch of their capabilities as ZI Labs to spur a new stream of revenue<br>- Program to accelerate the ramp-time and upsell productivity of new Account Managers<br>- Optimization of SMB market segment go-to-market operations<br>- Creation and launch of new ROI dashboard and associated client retention campaign <br>- Development of Salesforce.com position management solution as a bridge to Workday implementation<br>- Revamp of international partner relationship to support global sales<br>- Evaluation of new sales methodologies for pilot program
FEB 2021 - DEC 2021 · 11 months
Product & Strategy Consultant
FEB 2021 - DEC 2021 · 11 months
Strategized with B2B information services and SaaS technology companies on solution development, product-market fit, go-to-market, and customer/employee experience efforts that empower them to scale. Sample work included:<br>- Product strategy, go-to-market, and thought leadership for an employee experience company aiming to scale a SaaS product.<br>- Strategy, new product launch, and sales enablement support for a security company.<br>- Market and message testing, solution development, go-to-market strategy, pricing, and packaging for a B2B services company developing a syndicated training solution.
NOV 2017 - JAN 2021 · 3.3 years
Senior Vice President, Research, Product, & Operations
NOV 2017 - JAN 2021 · 3.3 years
Led overall product, including research and consulting, and operations for PE-owned information services business focused on emerging technology innovation. Drove overall product portfolio including strategy, client and business requirements, go-to-market, and operations. Responsible for the growth and well-being of approximately 70 of Lux’s 100 global employees. <br><br>- Directed product transition to tech-enabled data and insights platform; included creation of automated software tools from diverse data sources, modernization of search, personalization of platform, and other UI improvements to embed Lux into client workflows.<br>- Launched new products and services capabilities based on outside-in understanding of client needs to target new revenue streams. <br>- Re-engineered and improved processes that enhanced efficiency (revenue per headcount), increased profitability (gross margin), and ultimately drove revenue growth by double-digits during my tenure.<br>- Launched new pricing and packaging which increased ASP ~20% and drove substantial increase in multi-year ARR relationships.<br>- Oversaw development of user personas and establishment of VoC to improve ongoing customer understanding and alignment of content strategy, customer experience, and operations against client innovation journey.
JUN 2014 - OCT 2017 · 3.4 years
Chief Product, Strategy, & Marketing Officer
SEP 2016 - OCT 2017 · 1.2 years
Directed product, strategy, and marketing for Kantar Retail's portfolio of global research, shopper, events, webinars, and executive peer networking information services products.<br><br>- Drove overall product and company strategy, including qualification of new market and vertical opportunities as well as potential acquisitions, in partnership with senior leadership team. <br>- Spearheaded the ongoing creation and refinement of our data and insights platform, including innovative front-end and back-end development of www.kantarretailiq.com, VoC programs, UI/UX improvements, and technology infrastructure.<br>- Launched new pricing and packaging strategy for all syndicated products in portfolio to respond to competitive developments.
Chief Research Officer
JUN 2014 - AUG 2016 · 2.3 years
Led Kantar Retail’s global research and insights team responsible for developing multi-channel shopper and retail insights for Fortune 1000 CPG/FMCG organizations. Orchestrated content and team strategy, operations, thought leadership/content planning, and overall team development. - Implemented major process and operations overhaul in first 12 months to establish global content strategy, content planning and rationalization, roles and measures which supported overall scale and profitable company growth. - Led development of unifying content construct and thought leadership research narrative including integration of theme throughout global content outputs. - Built a global eCommerce/Digital practice to help suppliers better engage, market, sell, and serve their shoppers.
JAN 2014 - MAY 2014 · 5 months
Vice President and Forrester Leadership Boards Director
JAN 2014 - MAY 2014 · 5 months
Managed Forrester’s executive peer-networking councils serving ~400 executives in four distinct practices; analyst relations, infrastructure & operations, security & risk management, and sourcing & vendor management.
FEB 2001 - DEC 2013 · 12.9 years
Vice President of Asia Pacific, serving Marketing & Strategy professionals
MAR 2012 - DEC 2013 · 1.8 years
Drove all aspects of Forrester Research's business for marketing and strategy professionals in Asia Pacific (APAC). Developed and led the team providing the data, analysis, and insight to help clients achieve their multi-touchpoint marketing, commerce, and customer experience objectives in the region. - Grew revenue across APAC 28% in year one and 38% in year two. China-based revenue grew 173% from 2012 to 2013. - Hired, trained, and ramped new local analysts and supervised all content and product development. - Conducted customer and business development analyses to determine localized product strategy. - Led content development, speaker recruitment, keynoted, and hosted Forrester’s first ever event “Winning the Dynamic Digital Consumer in China” and exceeded all targets. - Authored, co-authored, or edited key local research including “Select the Right Interactive Agency in China,” “Winning Social Media Marketing in China,” and “Three Key Strategies for Driving Online Conversion in China.” - Quoted as a thought leader in the Wall Street Journal, Global Times, Reuters, Marketing Interactive, Today, CampaignAsia, Thoughtful China, The Register UK, Digital Canvas Retail, and IntelligenAR.
Vice President and Practice Leader
JAN 2010 - FEB 2012 · 2.2 years
Led the global practices serving eBusiness & Channel Strategy (2010-2012), Digital Marketing (2011-2012), and Product Strategy (2010) professionals. - Managed a ~$16mm P&L and exceeded profit margin targets in both 2010 and 2011 for eBusiness & Channel Strategy practice. - Managed a ~$4mm P&L and led changes which resulted in four consecutive quarters of revenue performance improvement and won most improved Net Promoter score for Q2 2010 for Product Strategy practice. - Developed and hosted Forrester’s event forums focused on consumer technology behavior. - Developed globalization strategy focused on marketing and strategy including identifying key growth markets and prioritization, a fact-finding mission trip to China, hiring strategy, and monetization, which culminated in my move to China to lead the effort in early 2012.
Director, Marketing & Strategy Consulting
OCT 2008 - DEC 2009 · 1.3 years
Directed the consulting organization for Forrester’s division focused on serving marketing and strategy professionals. Managed global business development, and consultant and advisory delivery functions, in support of consulting engagements conducted in partnership with global analysts. - Achieved 109% of consulting bookings plan for 2008 ($10mm) and 104% for 2009 ($13mm). - Managed the team responsible for supporting the delivery of $18mm in consulting revenue in 2009. - Developed and implemented new function combining traditional business development and consulting delivery roles which resulted in ~$500k of savings, increased proposal win rates, and improved internal and external satisfaction metrics.
Director of Business Development, Account Manager, and Program Manager
FEB 2001 - SEP 2008 · 7.7 years
I worked in various customer success, account management, and consulting positions during my first 7+ years at Forrester Research.
JAN 2000 - JAN 2000 · 1 month
Development Director
JAN 2000 - JAN 2000 · 1 month
Started and led the Boston office of a Los Angeles-based company dedicated to raising revenue for Non-Profit Organizations (NPOs) harnessing an internet-based advertising revenue sharing model.
JAN 1998 - JAN 2000 · 2.1 years
Consultant Analyst
JAN 1998 - JAN 2000 · 2.1 years
Marketed SSgA’s capabilities to investment management consulting firms. Supported the Consultant Relations effort through daily interaction with global consulting firms. Covered all asset classes including global fixed income and domestic and international equity.
JAN 1996 - JAN 1998 · 2.1 years
Account Executive
JAN 1996 - JAN 1998 · 2.1 years
Conducted business development, directed all marketing strategies, and established a parts sales and fulfillment department for this internationally renowned Finnish yacht manufacturer.
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