This role involves conducting impact assessments to identify risks and resistance to change and developing mitigation strategies to address them as it relates to the pricing of pharmaceuticals. Monitoring and measuring change adoption and progress through the use of key performance indicators and feedback mechanisms, providing regular status updates to project stakeholders. Additionally, actively identifying and celebrating success stories and achievements throughout the pricing transformation project, fostering a culture of change and continuous improvement.

I led a cross-functional team to integrate the marketing, sales, and operations departments, resulting in improved efficiency and alignment of strategic objectives. By developing and implementing a comprehensive marketing and sales strategy, we aligned it with the operational structure to optimize customer acquisition and retention. Streamlining our operational processes through the implementation of automation tools and optimized workflows resulted in increased productivity and cost savings. Additionally, I collaborated with the executive team to define key performance indicators (KPIs) and establish a performance tracking system, enabling data-driven decision-making and fostering accountability. To enhance our customer relationship management, we implemented a CRM system, which improved lead generation and conversion rates. Finally, by leveraging data analytics and customer feedback, we adopted a customer-centric approach to continuously enhance the overall customer experience.

As the first employee for a startup management consulting firm that after two years made the Fortune 1000 list, I wore many hats. Primarily, I oversaw marketing and operations strategy, design, and execution on all growth campaigns and foundational integrations. I created the functions for the marketing department, internal databases, and combined automation solutions. I collaborated with the Managing Principal and led strategy sessions facilitate scalability, predictability, and efficiencies.

In this position I started a brand from scratch. The brand, the marketing, the digital assets, sales trainings and all customer interactions were built. I put in place all operating functions including all integrations from website to CRM to online customer portal options linking to the online store and inventory. This was an initial startup role.

In this role I came into a broken system. A realty group that had no process, no consistent marketing and tons of internal holes in systems. I created efficiencies in backend processing, trained the team on correct flows and worked with marketing third party to rebrand and correctly represent the company. This was also a cleanup consulting role, completed in just 90 days.

I started in the marketing department in their digital department and covered large corporate events and communications as well. I soon switched to taking on C-Suite level special projects that included in platform integrations, studies on ROI from operational efficiencies and restructuring plans for newly acquired branches. All special projects became my niche and project management was the foundation for all deliverables.

As Integrated Producer, I touched all client accounts through media planning, purchasing, collateral planning and forecasting. I worked cross functionally with account managers, creative designers and third-party vendors on behalf of our clients. Finding the greatest impact deliverables for the best price in the timeline needed, was my main role.

I started as leading their marketing efforts and soon took on a sales role. Working with the third-party marketing agency, we quickly scaled sales from 5 to 19 per year. We created online presence, a new website and solid sales collateral. Creating a culture of client centered creativity, we tapped out the sales that the business was wanting to take on.

I started in the marketing department running digital marketing and all major events along with yearly budget management and forecasting. Soon after, I moved into the finance department and held the role of Paymaster.