Personal Summary

I'm a customer success and enablement professional with a decade of experience building the systems, training resources, and relationships that help SaaS companies boost the adoption of their products, and the value of their accounts. I've managed books of business ranging from high velocity SMB portfolios to global enterprise companies, built enablement programs that were adopted company-wide, and helped teams navigate everything from acquisitions to brand-new service lines. Lately, I've been looking for my next chapter: a role where I get to orchestrate programs at scale and have a larger impact, rather than owning enterprise relationships largely on my own. Below, you can read in more detail about each step of that journey.

My first corporate job was as a trusted sales advisor, but within a year I'd pioneered a brand-new role for myself: Experience Coordinator. What started as a marketing research initiative quickly grew into a company-wide enablement program. I began by studying customer journey maps and our persona-based marketing efforts to find ways to improve sales conversions, and what I found was that product knowledge was the biggest friction point for new customers. From there, I shifted toward sales support and lead-generation content — hosting monthly webinars, building a 40+ video tutorial library, and administering demo sites for our customer-facing teams. Those same assets were quickly repurposed to boost adoption among existing customers, and before long I'd become the primary voice for new feature releases — working cross-functionally with product, marketing, and customer-facing teams to raise awareness, drive engagement, and grow revenue. I loved every second of it. Soon after, I started speaking at community events and industry conferences, and producing video content for our new learning management system.

Turpen & Lewis Creative is a full-service creative and digital archiving agency, that partnered with Widen Enterprises to provide preservation services for high-net-worth individuals and their families. I was recruited to develop their go-to-market (GTM) strategy from scratch — figuring out where we fit in the market, sharpening our message, and backing it up with real content. The mission required us to reconsider our technology ecosystem and operational structure. I explored, vetted, and implemented new software for the company, developed internal training programs on the new system for a growing staff, forged a key partnership with Family Offices for lead generation, and collaborated with local artists and consultants to further refine our offering.

During the COVID-19 pandemic, I came back to Widen to help stand up a new service model from the ground floor: Digital Customer Success. The program was born out of a period of real change for the company, when a fast-growing customer base meant our team had to find leaner, more creative ways to keep service quality high. I loved that kind of challenge. I led the brand-new DCS program, focused on retention across 300+ SMB accounts valued at $7.5M, while carrying a portfolio six times larger than my peers'. That meant leaning hard into pattern recognition: I serviced 800+ customer cases while watching for the larger trends hiding underneath them, flagging account risk, expansion opportunities, and user experience trends for the teams who needed to act on them. By the time I moved into my next role, I'd grown that portfolio to $10.1M across 365+ customers, all while keeping renewal rates above 90%. It was a genuinely scrappy chapter, and I'm proud of how well the program held up under the pressure that created it.

When Acquia acquired Widen, my first job was helping transition our entire Digital Customer Success book into Acquia's Account Management teams. From there, I joined the Project CSM team, built specifically to help the rest of the organization find its footing during the transition.

I quickly became the subject-matter expert colleagues turned to on DAM, PIM, Portals, Project Management, and our Document Customization Tool — hosting internal enablement sessions and building the training materials and presentation resources people actually used on their calls, not just documentation that sat unread. I also designed programs to boost product adoption at scale, and stayed close enough to our DAM and DXP customers to step back in on a temporary basis whenever extra hands were needed.

Underneath all of it, I kept coming back to the same question: how do we turn what customers are telling us into something the whole company can actually act on? That question ended up defining most of this chapter for me.

After the Widen transition settled, I moved into my first role built primarily around relationship management: a dedicated portfolio of 65+ mid-market and enterprise accounts worth $5.2M in annual value. But the habits that actually made this book of business succeed weren't new — they were the same instincts I'd carried out of Digital Customer Success, our go-to-market work, and my very first role as an Experience Coordinator.

I insisted on tracking my activity at the portfolio level from day one, which let me see something a purely account-by-account view would have missed: a handful of specific friction points showing up again and again across otherwise unrelated customers. Rather than solve each instance one conversation at a time, I built adoption tracks and customer-facing educational content aimed at the pattern itself, not just whatever ticket was in front of me that day.

I did most of this on my own at first. But the results were hard to ignore, and before long the resources I'd built were being repurposed for the wider team, and I was encouraged to think about enablement beyond just my own book of business. That eventually led to something bigger: a "service at scale" model I architected, built around orchestrated adoption tracks for segmented customers based on objectives they'd identified for themselves, supported by feedback loops that kept the whole system honest. Renewal rates on my own portfolio stayed above 90% the entire time — proof that the scale work wasn't coming at the expense of the relationships it was meant to support.

Ultimately, Acquia chose to focus its investment elsewhere, and the model never made it past my own book of business. That experience clarified something for me: I wanted a place where this kind of builder work could be the whole job, not just something I carved out room for on the side.

I was recruited to Orange Logic to help manage some of their largest accounts as the company took on customers from bigger, more established competitors. Rather than the enablement-focused work my career has been building toward, my tenure in the DAM space led the team to lean on my relationship-management strengths, and I was assigned a dedicated portfolio of global enterprise accounts. I inherited a $4.7M book of business, built an expansion pipeline of $675K, and sustained renewal rates above 98%. Outside of success plans and executive business reviews, I worked cross-functionally with professional services, solutions engineers, infrastructure teams, and legal to scope out new module builds, keep customer environments stable, and negotiate renewal deals. I represented Orange Logic at Henry Stewart, both supporting customers directly and identifying new opportunities for the business.

If the story above resonates with you, and you’re trying to scale adoption or engagement with your customers, I’d love to talk.