The connective tissue between
marketing, GTM, and getting things done.
I've spent 20 years at the intersection of growth marketing, GTM operations, and executive strategy — building the systems, teams, and clarity that turn strategic vision into real outcomes.
My career has three chapters that speak directly to this. At Google, I led global technical launches across Maps, Earth, and Street View — managing cross-functional interdependencies across marketing, product, engineering, and operations to drive alignment and keep complex programs on track. At NetApp, I served as Chief of Staff to the CMO, architected the first Marketing PMO, and managed budget operations — running planning cycles, QBR prep, and executive decision-making frameworks across a matrixed org. I learned to frame risk, bring recommendations rather than options, and build the accountability structures that made sure decisions actually turned into outcomes.
Most recently at Celigo, I held successive VP roles across Revenue Marketing and Corporate Marketing at a high-growth SaaS company. I architected campaign strategy for both new logo and expansion — partnering with Sales and Customer Success on execution and enablement — adopted and evolved the communications function, and built Customer Advocacy from scratch, creating the operational infrastructure that let us track performance, surface risk early, and keep the field aligned to the company's evolving story.
The thread across all three is what I call being a horizontal integrator and strategic partner — I'm most effective driving growth programs, building the operational infrastructure, and serving as the connective tissue between GTM teams, leadership, and execution.