Raised $24,000,000.00+

Situation:
Circumstances beyond the Zoo’s control delayed voter-approved construction for several years, during which time costs increased substantially. The Zoo needed to raise millions of dollars quickly in order to avoid falling even further behind in construction of the “New Zoo.”

Strategy:
We developed a multi-piece mailing, which was supplemented with personal phone calls from Zoo board members. The upscale brochure:

• Included a map and architectural renderings of the “New Zoo” to help create a sense of immediacy, even though construction had not yet begun.
• Emphasized the personal connection people feel with the Zoo, and the ways in which it affects individuals.
• Offered opportunities for permanent recognition (such as personalized plaques) for high-value donors.

Tangible results:
The capital campaign raised more than $24,000,000 for the San Francisco Zoo in only a few months.

Retained 33% more customers …

Situation:
Australia’s state-run telephone company, Telecom Australia, faced stiff competition from multinational telecoms when Australia deregulated its telecommunications services. I was the Account Director for the direct response agency Telecom chose to help retain customers in the face of aggressive competitors promising lower prices and superior service.

Process used to develop the campaign:

1. Begin with market research and segmentation.

The most important aspects of campaign development included market research and segmentation. We found, for example, that residential customers were price conscious but not price sensitive. In other words, while they stated that low prices were important, they were actually more concerned with receiving good customer service. Business customers, however, were not concerned with good service so much as with low prices.

Consequently, we developed a two-pronged marketing approach, emphasizing price for businesses and service for residential customers. Telecom Australia developed an array of flexible pricing plans for residential customers, which allowed us to use a “tailored to the way you call” message combining service and pricing benefits. We also segmented by spending levels, type of spending, product, and need. Advertising dollars were focused on the business segment, which had higher volumes, more complex telecommunications needs, and less inertia.

2. Determine the most effective positioning.

Market research also pointed the way to effective positioning. We personalized Telecom Australia’s voice, since the incumbent was perceived as a bureaucratic monolith. And we positioned the incumbent as a consultant or advisor, a one-stop-shop that could help customers navigate the complex and confusing process of deregulation and pre-selection of a telecommunications carrier. Communications were designed to appear simple and straightforward, since customers were well aware of the high cost of advertising, and tended to be turned off by overly expensive-looking design.

3. Use multiple channels of communication.

Because competition was intense and the results of a one-shot pre-selection vote would affect revenues for many years to come, Telecom Australia used a broad-based array of communications, including television, radio, direct mail, collateral materials in retail outlets, booths set up in malls, doorhangers, and branded promotional incentives. We even created “BBQ cards,” which were wallet-sized, accordion-folded, laminated lists of talking points for Telecom Australia’s three hundred thousand employees to use in social situations when they were asked about their company’s role in deregulation.

Strategies used to involve other stakeholders in the design and implementation of the campaign:

As you would imagine, there were many stakeholders in a campaign of this magnitude, including the public utilities commission, many public interest groups, and all business and residential telecommunications customers in Australia. There were also significant issues of confidentiality to contend with, as our client obviously did not want to reveal their marketing plans to competitors.

1. Media coverage.

By providing regular press releases and making key Telecom Australia spokespeople available to explain complex issues to the press, we encouraged thorough media coverage of the deregulation and pre-selection processes. This helped to ensure that stakeholders had a clear understanding of the issues involved.

2. Public hearings.

Public hearings in several cities also helped to clarify issues and allowed stakeholders to voice their concerns and to feel heard.

3. Internal meetings.

Telecom Australia conducted regular internal meetings to keep employees up to date on the planning process.

4. Round-table discussions.

The most difficult issues to develop internal consensus on involved new pricing structures for products and services. Marketing and product management representatives held many round-table discussions to hammer out the most effective strategy, taking into consideration price elasticity, probable revenues, and anticipated customer retention levels.

Tangible results:
Retained significantly more customers than anticipated in Telecom Australia’s aggressive marketing plan. In some areas, we retained 33% more customers than anticipated. (Results varied by geography and timing.)

I love building business. My experience spans multiple industries, including financial services, high tech, telecommunications, and travel, and includes a wide variety of successful B2B and consumer marketing programs.

SELECTED CONTRIBUTIONS:

• In my first twelve months as Director of Marketing for luxury educational tour operator, total bookings increased by 98.5% and fill rate increased by 27% over previous year.

• Team-developed marketing strategy for national telecommunications company (Telecom Australia) undergoing deregulation. Managed ongoing strategic refinement (in response to rapidly changing marketplace) and campaign implementation. Retained 33% more customers than anticipated in aggressive marketing plan.

• Led agency team that introduced a new marketing vehicle — direct response software sales — to the U.S. marketplace and built direct response business for Borland from zero to 60% of sales in two and one half years. (During the same period, revenues grew from $90 million to more than $500 million.)

• Analyzed direct marketing expenses and leverage points for major Silicon Valley client; developed and negotiated plan to save client over $1,000,000 annually — without decreasing revenues.

• As member of 3-person circulation department, increased PC World circulation from 30,000 to more than 300,000. (Folio 400 ranked PC World the fastest-growing U.S. consumer magazine … and I received a Folio Gold Award for Excellence in Direct Marketing.)

Experienced at hands-on project management, including working with clients, creative and technical staff, and outside service providers. I know how to develop and manage a campaign that works.

SKILLS and EXPERTISE:

• Experienced across a broad range of project types, including B2B and B2C, new product launches, demand generation, product sales, and fulfillment.

• Experienced with web-based technologies, including blogging, podcasts, Twittering, community-building forums, video tutorials, e-mail marketing, and social networking.

• Develop strategic marketing plans, including identifying key market segments; determining positioning, marketing objectives, and communications objectives; recommending test matrices; writing creative briefs; analyzing results.

• Manage creative and production processes, including developing schedules and estimates; managing in-house or freelance copywriters, art directors, and designers; list ordering; fulfillment.

• Team building, including recommending and managing talented creative directors, copywriters, art directors, designers, and photographers.

• Manage client communications and expectations, deepening client relationships in the context of a rapidly-changing marketplace and evolving client strategy.

CONTRIBUTIONS:

• Served as Director of Marketing for luxury educational tour operator High Country Passage (HCP; now named World Leaders Travel). Clients included National Geographic, the Smithsonian, the American Museum of Natural History, and the National Trust for Historic Preservation, as well as the alumni associations of Harvard, Yale, Stanford, MIT, Cal Berkeley, Smith, and other distinguished institutions.
• In my first twelve months as Director of Marketing at HCP, total bookings increased by 98.5% and the fill rate increased by 27% over the previous year.
• Managed marketing department responsible for filling more than 100 trips/year using direct mail, e-mail, websites, magazine ads, and co-op programs. Department produced more than 100 brochures and four catalogs/year.
• Produced trip journals for 2007 World Leaders Symposium to the Balkans; lecturers included Secretary Madeleine Albright, William Perry (former U.S. Secretary of Defense), Peter Galbraith (former ambassador to Croatia). The print-on-demand books were very popular with experienced travelers (”We are completely blown away by the quality of what you have accomplished. Thank you very much.”) and can be viewed here.
• Participated in 3 two-week Earthwatch expeditions, assisting scientists with field research Argentina, Brazil, and Madagascar.
• Participated in planning sessions for the Educational Travel Community’s 23rd and 24th annual international conferences (2009 and 2010).
• Have traveled in more than 30 countries, including Argentina, Australia, Bosnia-Herzegovina, Botswana, Brazil, Bulgaria, Chile, Costa Rica, Croatia, Egypt, France, Fiji, Greece, Italy, Jamaica, Japan, Kenya, Libya, Madagascar, Malta, Paraguay, New Zealand, South Africa, South Korea, Spain, Trinidad and Tobago, Tunisia, Turkey, Ukraine, Venezuela, Zimbabwe, and Zambia.
• Lived and worked abroad for more than one year as Senior Vice President at EuroRSGC-owned advertising agency; selected to open new office and develop business in Melbourne, Australia.

CLIENTS:

When I was Director of Marketing at High Country Passage, (now World Leaders Travel), my clients included:

• American Museum of Natural History Expeditions
• UC Berkeley’s Cal Discoveries
• California Academy of Sciences Travel Program
• California Commonwealth Club’s Travel Club
• Harvard Alumni Association Travel/Study
• MIT Alumni Travel Program
• National Trust for Historic Preservation – Tours
• National Geographic Expeditions
• Smithsonian Journeys
• Stanford Travel/Study
• Yale Educational Travel

High Country Passage (now World Leaders Travel) — San Francisco, CA
Director of Marketing 2004-2006

Independent Marketing Consultant
Self-Employed 1995-2004

EuroRSCG / Cohn & Wells (advertising agency) — San Francisco, CA
Sr. Vice President, Strategic Planner 1994-1995
Sr. Vice President, DMZ Studio Director 1993-1994

DirectWorks Pty. Ltd. (direct response marketing) — Melbourne, Australia
Chosen to open and manage agency in Melbourne
Sr. Vice President, Group Director 1992-1993

Cohn & Wells (direct response marketing) — San Francisco, CA
Sr. Vice President, Group Account Director 1992
Vice President, Account Director 1990-1991
Vice President, Project Director 1987-1990
Account Supervisor 1986-1987

PC World Communications, Inc. — San Francisco, CA
Circulation Promotions Manager 1983-1985
(for PC World and Macworld magazines)

OVERVIEW:

I’ve produced customer acquisition and retention campaigns, sold software, managed new product introductions, developed Web-based content, acquired new and renewal subscriptions, and provided strategic recommendations for leading high-tech companies.

SELECTED CONTRIBUTIONS:

• Responsible for Web-based content development, organization, management, and delivery as Content manager for start-up division of Intuit/Quicken specializing in children’s financial literacy. Managed literally hundreds of learning modules, audio recordings, online games, parent forums, FAQs, Webcasts, “audio postcards” and e-mail alerts. Worked closely with 3rd-party subject matter experts.
• Led agency team that introduced a new marketing vehicle — direct response software sales — to the U.S. marketplace and built direct response business for Borland from zero to 60% of sales in two and one half years. (During the same period, revenues grew from $90 million to more than $500 million.)

• Analyzed direct marketing expenses and leverage points for major Silicon Valley client; developed and negotiated plan to save client over $1,000,000 annually — without decreasing revenues.

• As member of 3-person circulation department, increased PC World circulation from 30,000 to more than 300,000. (Folio 400 ranked PC World the fastest-growing U.S. consumer magazine … and I received a Folio Gold Award for Excellence in Direct Marketing.)

CLIENT LIST:

• Borland
• Intel
• Intuit (Quicken Kids & Money)
• Macworld
• Microsoft
• PC World
• Yahoo!

OVERVIEW:

I have worked with the following financial institutions on acquisitions/conversions, new product launches, product sales, account activations, retention campaigns, and/or strategic planning. Products include IRAs, payroll processing services, home equity loans and lines of credit, I-shares, bank cards, small business products, and personal banker accounts.

CLIENT LIST INCLUDES:

• Bank of America
• Barclays Global Investments
• Charles Schwab
• Citibank
• Fleet/BankBoston Financial
• Wells Fargo Bank
• ANZ Bank (Australia)

OVERVIEW:

My experience with not-for-profit organizations includes fundraising, active participation on several boards, marketing to constituents, newsletter and magazine publication, working as a docent, and conducting scientific field work.

CONTRIBUTIONS:

• San Francisco Zoo: Part of 3-member marketing team hired by the San Francisco Zoo to develop their Capital Campaign; raised more than $24,000,000. Assisted with production of multiple issues of member publication (Zoo Views). Managed redesign of SF Zoo website.
• Elected and re-elected officer (treasurer and vice president) for three years at Bay Area Travel Writers, a 160-member organization of professional travel writers and photographers. Also served as webmaster, and managed transition from traditional newsletter to Web-based e-zine.
• EarthWatch: Participated in three programs (in Argentina, Brazil, Madagascar) working with scientists in the field.
• Golden Gate Raptor Observatory: Participated for eleven years in scientific research program (tracking migration of hawks) as trapper and bander.
• Audubon Canyon Ranch: Experienced docent—led 4th- and 5th-graders on nature hikes. Board member and newsletter editor / producer.
• As Director of Marketing at educational travel operator, worked extensively with not-for-profit clients, including the Smithsonian, National Geographic, the American Museum of Natural History, California Academy of Sciences, and the alumni organizations of Harvard, Yale, MIT, Stanford, Cal, Smith, and more.

OVERVIEW:

I have made senior-level contributions at companies that are managing significant change: start-ups, turnarounds, stall-outs, and new product launches.

CONTRIBUTIONS:

• Opened direct response agency (DirectWorks) in Melbourne, Australia for U.S. parent company; first year billings exceeded $U.S. 23,000,000. Responsibilities included new business development, strategic planning, developing client relationships, and managing account and production teams … as well as hiring and training staff, setting and maintaining quality control standards and procedures, and researching, contracting, and managing suppliers.
• Turned around faltering design studio (DMZ) by establishing and implementing operating procedures and quality control standards. Responsible for significantly improved product, faster service, increased volume and profitability, and much higher levels of customer satisfaction and confidence.
• Turned around integrated advertising agency (Wells Nobay McDowell) in Melbourne, Australia which had recently lost two of three principals and three of four major clients. As General Manager, I stabilized agency, improved morale and retained personnel, regained confidence of remaining client and expanded relationship, won significant new business, and attracted high-quality new talent.
• Hired to help manage major new product launch (SmartRate) for client PG&E at Yates Advertising. Defined project requirements, oversaw functional and visual microsite design processes, and worked closely with 3rd-party web developers.
• Participated in launch of new product for Intuit, Quicken Kids & Money. As the Content Manager, I was responsible for the successful development, acquisition, organization, and delivery of hundreds of games, learning modules, worksheets, and parent instructions.
• Built marketing department at San Francisco-based tour operator High Country Passage (now World Leaders Travel). In my first twelve months as Director of Marketing, total bookings increased by 98.5% and the fill rate increased by 27% over the previous year.
• Managed transition from legacy software to new membership mangement system for Bay Area Travel Writers, integrating member database, online credit card merchant functionality, membership applications, renewals processing, events posting and RSVP functionality, member messaging, and more. Also managed transition from traditional newsletter to Web-based e-zine.