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Thanks for your interest in learning more about me. I'm an experienced marketing executive with a passion for analytics, relying on numbers whenever possible to help make decisions. I approach every action from the company strategy perspective while understanding the impact on individual teams.
I hold a degree in economics from the University of Michigan, which laid the foundation for my career in financial consulting at PwC in Austria. After several years there, I pursued an MBA at the University of Virginia and transitioned into marketing at Dell. In 2021, I joined a hospitality SaaS startup as Head of Marketing, helping it grow from a 10-person, nine-month-old venture into a Series A company with over 50 employees.
My expertise extends well beyond marketing. As a member of the executive leadership team at Virdee, I’ve played a key role in shaping operations, defining sales processes, and building foundational company infrastructure, including setting up benefits like a 401(k), creating travel policies, managing software licensing, and more.
my philosophy
my philosophy
Figure it out.
Figure it out.
Decision making is rarely with full information. I avoid analysis paralysis, look at the information that's available, make a decision, and adjust when needed. Especially in a fast-growing business, if you don't take action, you risk stalling it completely. You cannot let perfection stand in the way of progress, but you also cannot be content with sloppy performance.
I'm not afraid to make decisions that are unpopular in the short term if they are in the best interest of the company. From helping mold a startup to challenging the "that's just how it's always been done" mentality at a company with 100,000 employees, I've left a positive imprint on every roll I've held and every team I've managed.
Keep learning.
Keep learning.
I roll my sleeves up, learn new skills, and challenge my teams to do the same. One, because it's fun. Two, because it's necessary.
When you build a successful team, they can teach you more than you thought possible. They're each experts in their own way and have unique ways of solving problems that you have never considered. By listening to each member of my team and giving them the platform to showcase what they have accomplished, the entire team's performance is elevated.
A Swiss army knife
A Swiss army knife
From ten years at a Fortune 500 to a ten-person startup.
From B2B to B2C and B2B2C.
My experience spans
Establishing and owning go-to-market at a young hospitality SaaS startup, driving over $5M in ARR pipeline within two years
Owning the 4 Ps of a $1.2B eCommerce P&L for Dell
Deploying and managing a dynamic pricing model for Dell's entire US commercial sector
and a ton of stuff in between.
If there was no one there to do it, I learned how. If there was no budget, I found a way. Give me a task, a team, an organization without structure, and watch it grow.
Hybrid, remote, on-site
Hybrid, remote, on-site
Years before Covid forced nearly everyone into remote work, I was working remotely and successfully managing remote teams. During my final years at Dell, 100% of my teams were located outside of the main office and spread all over the world. I learned how to build rapport, trust, and to effectively manage no matter where employees are located.
My philosophy is to treat everyone individually based on their skills and personalities. Some introverted, independent contributors enjoy working on their own from their home and deliver reliable, rock-solid results. Why mess with that? Others thrive on the in-person connection or frequent video check-ins to feel more connected even when they can't be in the office. I support them too.
No matter the location or the method of working, I build cohesive teams and deliver results.
NOT the Dell way...
NOT the Dell way...
Dell can be a four-letter word, especially in the Austin area. I may have spent ten years at Dell, but that does not mean I was brainwashed into doing it their way and not thinking for myself. In fact, I never quite fit in because of my desire to question, rethink, and restructure "the way it has always been done." My time at Dell taught me valuable leadership lessons in what to do and, more importantly, what not to do.
Moving from Dell to a ten-person startup and excelling there from day one is proof that I am able to adapt to new situations with ease and not carry baggage from one company to another. The only thing I bring with me is the lessons learned along the way.
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