Sales Marketing
Resume:
MARISSA A. L ARSEN
San Diego, California *****
ac1yd1@r.postjobfree.com
LinkedIn: https://www.linkedin.com/in/marissalarsen/ S UMMARY
An innovative and forward thinking PRODUCT AND STRATEGY EXECUTIVE with profit and loss responsibility as well as extensive experience in product marketing, value proposition and win strategies, portfolio and business planning, market research, build/buy/partner analysis and execution, contract and partner management, competitive analysis, and pricing. Goal oriented and resourceful, supports the organization in the achievement of operational excellence through goal definition and alignment across all levels while fostering alignment and momentum towards goals. Highly market focused, grow a business in terms of customer base, customer satisfaction, and revenue while fostering ROI thinking and metrics as well as increasing efficiency through process improvements.
E XPERIENCE
SCANTRON (MACANDREWS & FORBES INCORPORATED), San Diego, California Vice President, Digital Portfolio (Product Management, Marketing, Sales Enablement, P & L), 2013 2017 Built and maintained market focused organizational culture by centralizing portfolio, product and market strategy/accountability through creation of business plans to drive growth oriented and profitable business decisions. Synthesized multiple data points to bring objective/subjective data into multi year business plans for each portfolio, building alignment and enabling momentum across the organization. Determined market sizes, growth rates, growth drivers, market maps, funding sources, policy drivers and market shifts. Created buyer frameworks and aligned purchased contact lists with framework. Managed data driven business plan development for investing in specific areas/markets, including investment options and rationale. Drove partnership/alliance needs, requirements and vetting (build/buy/partner). Developed analytics/big data dashboard and new market evaluation. Led go to market strategy/feasibility, competitive analysis, competitive positioning strategies and sales enablement needs. Built sales playbooks with competitive win strategies. Drove product investments needed to strengthen each play with playbook thinking in product roadmap development, positioning and marketing plans. Developed marketing framework aligning market/product strategy with buyers, tradeshow/event priorities and investments, sales enablement needs, customer adoption life cycles and specific marketing tactics. Examined ROI of marketing campaigns and events to improve internal processes, creative reviews and data usage to drive go/no go decisions. Led launch of new products, including naming, pricing, packaging and positioning. Conducted competitive pricing analysis. Managed P&L for products, approvals for strategic renewals, and developed RFP pricing narratives.
Streamlined pricing, removed 60% of complexity from price book, created new bundles, and grew SaaS revenue by 240%.
Achieved 40% growth in services revenue and increased customer survey engagement and participation by 275%.
Balanced 14 production software releases (60% SaaS, 40% Installation software) while creating sale playbooks, competitive intelligence and market driven campaigns and events in one year.
Created promotions that ensured 100% attainment of renewal base revenue and 20% increase in win back customers.
Achieved 40% win rate on responses to RFPs through persuasive storytelling and pricing narrative/strategy.
Met annual revenue targets for portfolio of seven products across multiple markets. Vice President, Digital Product Management, 2010 2013 Oversaw a team of product managers responsible for multiple products within a portfolio. Created and drove product strategy for the organization, including product consolidation, integration and next generation planning. Developed personalized learning market solutions as an SME in the market. Managed business case development for investments. Led portfolio and product strategy, roadmap and planning. Infused thought leadership into product strategy/planning. Managed third party partnerships to integrate internal and third party assets to offer integrated end to end user experiences. Used quality processes with reliable execution. Created KPIs and scorecards to measure outcomes and key learnings.
Reached 100% releases on time, with delivery of 100% of customer committed items (Waterfall SDLC).
Achieved high satisfaction rates from key stakeholders using frequent, value based prioritization tactics (Agile SDLC).
Reduced product customer support costs 25% by targeting enhancements to eliminate high frequency incidents.
Exceeded capitalization targets by 140% through targeted initiatives and training.
Expanded up time availability from 99% to 99.99% and created tracking structures to report uptime for SLA requirements. Marissa A. Larsen, Page 2
Senior Product Manager, 2009 2010
Directed portfolio and product strategy, roadmap, business case development and product lifecycle planning. Developed and managed partnerships to integrate digital assets. Oversaw product, problem and feature definition. Collaborated with clients, internal customer facing team members and development teams to understand problems, buyer and users personas and measurements of success for features delivered to clients.
Increased SaaS revenue by 25% in one year through targeted cross selling and expansion into larger accounts.
Achieved 30% migration of paper based usage to online transactions while growing user base by 40%.
Reached consecutive years of award winner/finalist recognition for software excellence by leading market publications.
Implemented formal win loss analysis customer and data analysis practices to influence product, marketing and sales planning. EDMENTUM (THOMA BRAVO LCC), San Diego, California
Group Product Manager, 2007 2008
Led team of senior product managers and producers responsible for nine technology platforms hosting 100 products and 6,000 hours of digital content. Managed eight legacy products, including maintenance, retirement planning, execution and transition to replacement products. Integrated platform roadmap with other product lines. Developed multiple processes and communication pathways to fill organizational gaps and align resources (requirements processes, backlog management process, release processes, custom request/change management process, release communication policy and organizational training material/programs). Aligned multiple program requirements across teams to reflect technology platform needs from each product line in platform roadmap.
Transitioned planning to market, leading with creation of product/feature request process and repository for all product managers with aggregation views by product, market need, sales outcome (win/loss), competition and order value potential.
Served as key leader in transition of $100 million revenue from perpetual to SaaS (P&L, sales incentives, customer migration solutions).
Received six industry awards for three platforms. A DDITIONAL E XPERIENCE
EDMENTUM (THOMA BRAVO LCC), San Diego, California
Senior Product Manager, 2003 2007. Matrix managed cross functional product team on $6 million new product development initiative. Led product business plan through development phases. Presented business plan and P&L to company investment review board for approval of funding and entry into each phase of development from concept to product launch. Served as key leader in implementation of stage gate process for executive oversight of product development projects/programs. Managed products that received seven industry awards within three years. Executive Director, Product Development, 2002 2003. Developed new online content management system from concept to launch and converted legacy data, resulting in efficiency gains of 45% to internal content creation costs. Key leader in securing three large RFP wins in target expansion markets through RFP crafting and in person presentations. Department Manager (Product and Customer Service Departments), 2000 2002. Achieved 75% exposure rate in target states using Freemium market strategy. Leveraged existing assets to develop new solution from concept to launch for entry into adjacent market. Program/Project Manager, 1999 2000. Monitored workload and productivity of development staff. Motivated personnel to attain goals. VIRGINIA DEPARTMENT OF THE TREASURY,
Claims Specialist and Auditor, 1997 1999. Fundamentally changed intake process to maximize resources, increasing efficiency 30%. E DUCATION
VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY, Blacksburg, Virginia B.S., Psychology, Minors in Political Science and Communications, 1999 C ERTIFICATIONS
Certified Scrum Product Owner (CSPO), Scrum Alliance, 2016 Product Management PCM II, Pragmatic Marketing, 2008 T ECHNOLOGY S KILLS
MS Office Suite Mindmap Visio Brainshark Sharepoint Infopath Camtasia SnagIt Webex GoToMeeting Bugzilla iSupport TFS SalesForce Marissa A. Larsen, Page 3
Function Specific Responsibilities & Deliverables
Product Management
Portfolio Management
• Multi Year Product/Portfolio Business planning for multiple products
• Product Vision, Roadmap, Requirements, and Backlog Management
• Infuse customer voice into product planning, development, and design (voice of customer, UX, customer acceptance criteria, advisory boards, user group meetings)
• Custom development pricing and process (supporting large, strategic sales opportunities)
• Business Case Analysis for feature prioritization (Tradeoffs, Revenue Impact, Opportunity Cost)
• Regular reviews of competitor features and new releases to create and maintain competitive library; own the articulation of our positioning, differentiators and competitive strengths/weaknesses
• Profit and Loss (P & L) responsibility for the entire portfolio (Ongoing management, forecasting, R & D spend, margin, discounting, new business revenue assumptions, renewal rate assumptions, allocation of shared resources)
•Regular reviews of pricing (ours and competitors) to make pricing adjustments and new packages/bundles; Pricing changes vetted through P & L Impact Analysis
• Contract negotiation with partners (business terms) and customers (user level agreements, SLAs, etc.)
• Deep understanding of state and federal laws (as well as emerging trends) that pertain to data privacy, security, and other applicable areas for various industries where solutions are sold Marketing
Product Marketing
• Developed annual marketing plans with detailed quarterly initiatives, segmented by customer type (new customer acquisition, renewals, win back) and marketing type (Social Media, PR, Webinar Campaign, Email Campaign, Print Campaign, Articles, Ads, Blogs, User Groups, Tradeshows)
• Create sales promos and new packages/bundles to support specific campaigns and align with state level needs
• Developed buyer framework and persona, aligned to sales channels, and overlay with tradeshow prospectus and titles in purchased lists resulted in fundamental changes to marketing strategy and tactics
• Created state specific marketing strategies to align with key state initiatives (state specific legislation driving new opportunities, user group meetings, state specific tradeshow opportunities)
• Lead PR planning, process, copy, and finalization for my portfolio
• Worked with 20+ partners to plan and execute co marketing benefits
• Competitive analysis of responses to RFPs (FOIA process) to determine gaps/deficiency in presentation (marketing approach and messaging in proposals) vs. product gaps (roadmap needs)
• Created Events/Tradeshow Plan for Key Markets (which events, why, and ROI goals), including Key Opinion Leaders
(KOLs) and Champion Speakers; Measured ROI after events for sales leader follow up and next year planning
• Frequent presenter/speaker at tradeshows, conferences, and local events
• Create customer reference plan and repository (video and audio interviews, quotes, customer reference program) Sales Enablement
Sales Operations
• Developed detailed sales playbook that outlined target opportunities, win strategies, reference customers per play, and competitive bullets/bombs per play
• Leveraged playbook to develop sales "blueprinting" process which was then added to sales force and used with sales management to drive specific sales behaviors
• Developed year round sales enablement series (FAST) where internal experts present on topics identified by the sales team as areas of interest, struggle, or roadblocks to sales
• Lead all product related sales training for new hires, and each product release of new features
• Worked with partners to provide regular sales training refreshers on all partner solutions and up sell processes
• Created specific packages that aligned to each sales channel (deeper understanding and collaboration with sales indicated 2 channels had specific needs we were not addressing)
• Created sales tools for key features and solution messaging to drive sales understanding and behavior
• Developed up sell and cross sell strategies and cheat sheets to support sales goals
• Developed services Q & A cheat sheet to drive sales behavior to unearth and nurture service opportunities General Management
People Management
Operations
• Financial modeling for 3 5 year trajectory for multiple product investment paths (Current level of investment vs. different levels of R & D injection)
• Build/Buy/Partner analysis to vet companies for fit within company strategy and product/portfolio business plans
• Key member in M&A Due Diligence teams for multiple acquisitions (10 M +); Key contributor for preparation of sale of our own company (financials, product, competition, market share projections)
• Created and lead over 15 Cross Functional Teams (5 to 40 employees per team)
• Using company goals, created annual goals and plans for each of my direct reports to maintain focus and alignment with company goals and provide transparency
• Developed an annual product score card for strategic products that mapped out goals and KPIs (measured monthly) for the product team, and showed how each goal aligned to a company goal
• Budget creation, monthly management, and forecasting for assigned departments
• Experience in Start ups (less than 20 employees), mid sized companies (100 200 employs), and large complex organizations with shared service units and multiple levels of ownership (parent company, holdings corporation, etc.,)
• Directly managed teams 2 40 employees in size, and 50+ employees through cross functional team management
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