Customer-focused product management and operations professional with a track record of delivering significant results in marketing, sales and service delivery. Adept at leveraging technology, marketing and process management to achieve cross-channel customer experience and business goals. Innovative, analytical thinker with a collaborative approach to strategic planning and problem solving.

Customer Experience Design ♦ Product Management ♦ Service Strategy♦Contact Center Strategy

Financial Services Marketing and Operations ♦ Direct Marketing ♦ Customer Analytics ♦CRM

Process Redesign ♦ Project Management ♦ Program Management ♦ Consulting

Work experience

Work experience
2009 - Present

Independent Consultant

Weigl Associates

Providing ongoing product marketing, customer experience strategy and program management expertise to corporate clients.

  • Citizens Bank: Responsible for marketing launch of innovative banking products, including branch, web and phone-based readiness and measurement plans.Improved customer experience by improving web design.
  • Fidelity Investments: Delivered successful launch of a major systems project simplifying complex retirement transactions. Changed service models, reducing operating expenses $1M/year beyond plan. Managed web marketing programs, established business cases for customer-facing technology investments.
2006 - 2009

VP Customer Channel Strategy

Responsible for defining the web and phone customer service strategy and experience over 10 million 401(k) participants.  Led efforts to reduce customer-driven operating costs for certain transaction types. Defined channel sales and servicing requirements for new 401k products as part of the development team.

Accomplishments include:

  • Redesigned 1500-rep call center to improve operations and flexibility, reducing annual costs by over $5M.
  • Created program strategy to drive down transaction costs by 40% over 5 years by establishing clear process measurements that highlighted hidden costs and approaches to driving process improvement.
  • Developed concept and financial case to generate new revenue streams by creating a low-cost inbound campaign capability, largely by leveraging existing infrastructure.
  • Defined significant changes in future customer self-service delivery capabilities through the customer service 5 year strategic planning process.
2000 - 2006

VP Rollover Marketing

Responsible for marketing, customer targeting & sales strategies. Sponsored and led initiatives to build innovative new technologies related to rollover and asset movement. Led a cross-company team of sales, marketing, line and financial professionals to support all aspects of the rollover business. Drove business planning and budgeting, sponsorship and management key strategic initiatives, and the delivery of tactical projects. Close business partner with call center line management, developing capabilities essential to win in the rollover business. Delivered industry-leading business results.

Accomplishments include:

  • Doubled response rates from 3% to 6% for a $5M direct marketing program driving rollover business.
  • Managed $5M direct rollover marketing program, increasing response rates from 3% to 6%.
  • Developed and implemented aggressive client-level asset retention programs, creating new revenue opportunities for Fidelity.
  • Proposed, defined and implemented new money movement technologies for the web and call center desktop, resulting in growth of the retention business and an improved customer experience.
  • Established new proactive marketing program, utilizing outbound calls, segmentation and relationship models, enhancing targeted customer performance by 40%.
  • Increased rollover business performance by integrating rollover processes and goals into the definition and launch of key Fidelity products, including Retirement Income Planning and Stock Plan Services.
1998 - 2000

VP Customer Channel Migration

Responsible for driving changes in how customers did business with Fidelity's Retail brokerage organization through the web, phone and automated telephone channels. Created first-ever customer-level behavior measurement process. Leveraged insights to create and implement new, innovative approaches to shifting customer contacts to the web and wireless channels. Developed new call routing capabilities, customer service models and call center structures to drive change in customer channel utilization resulting in lower servicing costs.

Accomplishments include:

  • Established a new measurement system to understand customer-specific channel consumption and costs.
  • Designed and implemented customer-level call routing capability, allowing differentiated access to call center services based upon customer segmentation.
  • Delivered customer-specific contact rate data to the call center desktop, enabling representatives to cross-sell less expensive ways of doing business.
  • Identified and delivered new servicing capabilities in the automated channels, resulting in higher rates of customer self-service, lower calling rates, and higher customer satisfaction.
1995 - 1997

Director, Brokerage Customer Service Strategy

Responsible for driving improvements in customer-facing brokerage service processes using quality management and process redesign approaches. Led cross-functional teams to define baseline processes and drive improvements. Particular focus was on money movement and brokerage margin trading processes where customer communications, expectation-setting and end-to-end cycle times were all improved.

Accomplishments include:

  • Redesigned brokerage margin trading processes in response to customer issues. Reduced problem rates, and improved the customer experience.
  • Increased the quality and utilization of sales leads by improving cross-functional processes, and increasing visibility to available sales capacity.
  • Established demonstration pilot for new CRM capabilities, leading to participation as a subject matter expert in the design and development of the Retail-wide CRM system.
1994 - 1995

Director, Software Process Improvement, Codex

Responsible for driving improvements in the company's software development process and deployment of UNIX development workstation platform. Improvements were based on the Carnegie SEI process model, essentially a quality model for software development. Managed a team of engineers supporting the development process.
1992 - 1994

Director, Market Supply at Codex

Responsible for driving improvements in cycle time, quality and on-time delivery for the entire sales through fulfillment process for a hardware product company. Codex was a division of Motorola, Inc. at this time.
1981 - 1992

Senior Manager

Managed internal consulting group focusing on customer service delivery, service process quality, and product development.
1979 - 1980

Industrial Engineer

Responsible for workflow design and capital investments for part of a semiconductor manufacturing facility.


1980 - 1981


Cornell University - S.C. Johnson Graduate School of Management
1977 - 1979


Cornell University
1975 - 1977


Transferred after 2 years.