Why would your organization consider using a temporary Chief Marketing Officer?

1. You need executive level marketing leadership now, but don't have the 6 months or longer it will take your HR department to find the perfect fit.

2. You need someone to "make it happen" right now. Not someone who needs to ramp up and play to the political landscape.

3. You can't afford a full-time CMO who has the skills and experience you'd really like to have on board.

4. Your organization needs help understanding how to use social media. And you've realized that a marketing intern is not a smart answer to that very complex problem.

Interim, Part-Time or Consulting ... my focus will be on building a content-based sales lead generation program that is supported by a well designed social media strategy.

Contact:
AlanSee@AlanSee.com

## Chief Marketing Officer, MINDLEADERS, 2011 to 2012, www.mindleaders.com / acquired by SKILLSOFT www.skillsoft.com Sept 2012 

=== Key Initiative: Recruited for one year engagement to transition MindLeaders into a Social Media Marketing 2.0 organization.

OVERALL ACCOUNTABILITIES / STRATEGIC CHALLENGES

* Responsible for the company's national marketing organization, including; social media marketing, advertising, public and analyst relations, corporate communications, and worldwide alliances.

ACTIONS & RESULTS

* Designed and implemented MindLeaders Talent-Ready Assessment (http://www.mindleaders.com/talent-ready/ ), Learning-Ready Assessment, and Leadership-Ready Assessment. These assessments are high-level lead generation tools that creates credibility, generate interest and provides better access to senior-level decision makers.

- Created over 3,000 sales leads in 3 months at a cost per lead of less than $40.

* Successfully implemented new social media marketing strategy.

- Improved Search Engine Optimization (SEO) and Search Engine Marketing (SEM) results through the use of social media; including, LinkedIn, Facebook, Twitter, corporate blogs and video.

- Increased Twitter followers over 500%.

- Increased Klout score over 54%

- Increased LinkedIn Group members over 220%

* Responsible for the company's national marketing organization, including: social media marketing, product marketing, market research, advertising, creative services, public and analyst relations, and corporate communications.

* Member of AT&T Social Media Council and AT&T Twitter Ambassador Group.

* Designed and implemented the Berry Network Social-Ready Assessment (http://www.berrynetwork.com/marketing_socialready.aspx). The SRA is a high-level assessment tool that creates credibility, generates interest and provides better access to senior-level decision makers.

- Increased sales leads 1,000%.

* Designed and implemented the Berry Network Amplifying Media Performance (AMP) Assessment. The AMP Assessment is a high-level measurement tool that provides a comprehensive view of how well an organization is marketing across the four stages (Awareness - Search - Evaluation - Purchase & After Sales Support) of the consumer buying process.

* Designed and implemented the Berry Network YP Deals (Daily Deals) program on Twitter through funding secured through the AT&T Innovation Pipeline process.

Associate Faculty

College of Undergraduate Business and Management / College of Graduate Business and Management.

Certified to facilitate courses in Marketing, eBusiness, Management Theory, Critical Thinking and Business Ethics.

 * Authored and published thought- leadership articles and blogs focused on Marketing, Business Intelligence, CRM Strategy & Transformation, and Software Quality through Application Lifecycle Management.

* Proven knowledge of adult education principles and practices, curriculum development, and academic content.

## Key Initiative: One year consulting engagement reporting directly to the CEO & founder with the express mission to develop and deliver a strategic marketing initiative capable of supporting a new solution-based sales model. Challenged to create and launch a new social media marketing program.

Overall Accountabilities / Strategic Challenges

* Oversee the company's worldwide marketing (including $2M budget), advertising, public and analyst relations, corporate communications and worldwide alliances.

Actions & Results

* Designed and implemented the Seapine Software Quality-Ready Assessment (http://www.seapine.com/qualityready.php). The QRA is a high-level assessment tool that creates credibility, generates interest and provides better access to senior-level decision makers.
– Increased qualified sales leads 7% over 2007 results, while coming under budget by 24%.
– Research data from the QRA provided material for content-based marketing programs through the development of new thought-leadership white papers, articles and press releases.
– QRA related press releases resulted in a 114% increase in media coverage over the previous year.
– Sales organization set three consecutive monthly sales records as well as three consecutive quarter sales records during the campaign launch.

* Successfully implemented new social media marketing strategy.
– Improved Search Engine Optimization (SEO) and Search Engine Marketing (SEM) results through the use of social media; including, LinkedIn, Facebook, Twitter, corporate blogs and podcasts.
– Developed and launched the Seapine Software User Group on LinkedIn, Facebook and Twitter.

## Key Initiative: Tapped by the CEO for a short-term consulting engagement to build a fact-based research practice and solidify Aberdeen’s presence in the Business Intelligence (BI) market space.

Overall Accountabilities / Strategic Challenges

* Orchestrate administrative and marketing aspects of launching the new research practice, while developing new personnel.  Document direction and construct processes for the BI practice by creating the BI research agenda and programs. Led marketing and customer identification by analyzing opportunities and targeting client development of medium-sized U.S.-based software houses.

Actions & Results

* Secured quick ROI and market credibility by publishing first benchmark report within 90 days of practice start-up. Acquired new company sponsors who had never before engaged in business with Aberdeen.
– Accelerated team development to realize fast revenue return on investment. Positioned the new practice to produce benchmark reports in 90 day cycles.
– Doubled industry sales presentation average (secured 40 vendor briefings within first 90-day cycle) by leveraging personal reputation as industry expert and thought-leader. Guided business development team and participated in >80% of client sales calls.
– Pinpointed practice’s “vision” by articulating type of topics to be researched for the BI market. Set in place BI research agenda to continue practice’s momentum for balance of the year.

## Key Initiative: Recruited back to NCR to leverage the alliance channel to increase sales of Teradata solutions by introducing new partner applications that increase the size of data warehouses. Create alliances with partner companies to bring solutions to market that convert unstructured data into structured information.

Overall Accountabilities / Strategic Challenges

* Advance strategic Independent Software Vendor (ISV) program by integrating and managing marketing and alliance activities. Coordinate partnership joint sales strategies after articulating the “rules of engagement and value proposition” to the joint sales forces.

* Drive incremental revenue opportunities and solution portfolio offerings by identifying, evaluating and tracking joint sales opportunities. Explained benefit to internal constituents to promote use of joint technology solution with intended results of increasing the sales funnel value of partner initiated sales opportunities.

Actions & Results

* Doubled sales funnel value of key partnership to $2M in 3-month time frame — increased Teradata’s market awareness and coverage by linking complimentary technologies to boost value of “partner lead” sales motions.

## Key Initiative: Identify improvement opportunities in client Customer Relationship Management (CRM) capabilities.

Overall Accountabilities / Strategic Challenges

* Evaluate and assess processes culminating in the design of new customer insight strategy capability.

* Develop business strategies — channel management and go-to-market strategies — for diverse consulting projects in functional areas including; sales, sales management, strategic alliance (Partner Relationship Management), product management, product marketing and sales process improvement.

Actions & Results

* Generated $1M in consulting revenue after developing “thought-leadership” point of view (POV) — “Intelligent Customer Growth.” Infused life into the POV by leveraging Business Intelligence technology through strategic partnership with Hyperion.

* Achieved steady pace of incremental growth totaling >$1M in sales after launching and managing CGE&Y CRM Index campaign (CRM maturity model) for company’s High Growth consulting business unit.

 ## Key Initiative: Establish credibility and generate interest in SAS Customer Intelligence-related solutions.

Overall Accountabilities / Strategic Challenges

* Drive SAS Customer Intelligence-related solutions by shaping and delivering marketing content and by managing marketing and partnering strategies. Centering on the front-end of complex solution sales cycle, deliver thought-leadership Webinars, byline articles, research benchmark reports and conference presentations.

* Identify and evaluate partnerships to enhance new customer acquisition and solution offerings.

* Devise market segmentation and mapping strategy for SAS financial industry vertical market coverage including mid-market segmentation and targeting strategy.

Actions & Results

* Conceptualized and launched “The CMO’s Strategic Agenda: Building the Marketing-Ready Enterprise,” which stimulated interest and demand for SAS Customer Intelligence solutions.
– Initiated Customer Intelligence sales motions at key accounts by using the new Marketing-Ready Enterprise assessment tool.

* Surpassed revenue objective by 15% resulting in $16M in sales after successfully increasing collaboration between financial industry direct sales force and alliance partners.