Sales Marketing

Christie Gayle Hansen

Cell: +1-936-***-**** Alternate: 281-***-****

Based in Houston, TX

Email: ***********@*****.***

Senior Manager, IT Marketing Project/Program

More than 15 years of experience applying people, project frameworks and methodologies, problem-solving, and technical communications and management skills to improve individual, team, and organizational performance. Business-savvy and solutions-focused IT professional offering both technical and leadership skills coupled with networking, digital/graphical development expertise, plus enterprise server and storage technologies knowledge that transfer into any IT and marketing management setting.

EDUCATION

B.A. Business Administration: Lanchester University, Coventry, UK

Assoc. Business Administration: Phillips Jr. College, Salt Lake City, UT

CERTIFICATIONS

Microsoft Solutions Framework (MSF) Certifications, Microsoft, Redmond, WA

Microsoft Operations Framework (MOF) Certifications, Microsoft, Redmond, WA

IT Infrastructure Library (ITIL) Service Discipline Certification, Loyola University, Baltimore, MD

Google Adwords Certified Professional, Google.com

Google Analytics IQ Certified Professional, Google.com

CERTIFICATIONS-IN-PROGRESS

Oracle Eloqua Luminary at Oracle University, Cert. Date 012/01/2020

Adobe Certified Expert for Adobe Creative Cloud Suite, Cert. Date 12/01/2020

CLIENT PROJECT STORY: https://www.byrnescommunications.com/customer-storychristi-hansen

Application Skills

Adobe Creative Cloud Suite Microsoft Office 365 Suite – Word, PowerPoint/Morph, Excel, Project, SharePoint Saba LMS Articulate BrainShark Microsoft Visio Salesforce Oracle Eloqua Marketing Automation and Eloqua Integration with YouTube Embed, Zoom Webinar, and PathFactory

Technical Products and Solutions

Microsoft Cloud & Hybrid IT Computing Enterprise Servers/Storage High Performance Computing Linux

Internet of Things (IOT) SaaS Solutions ITSM and ITIL

Competency Highlights

International Experience

IT Service Delivery

ITIL Implementation

Call Center and Help Desk Management

COE Design

Agile-led Methodology and Practice

MDF and Vendor Management: $30M+ Budgets

Survey Development and Gap Analysis

Account-Based, Digital/Automation Marketing

Technical Writing and Editing

ILT and e-Learning Design/Development

Interactive Infographics Design/Development

Customer and User Requirements Analysis

Customer Stories and Solution Journeys

Notable Projects

Throughout the past 15+ years, the same IT frameworks, processes, and project disciplines and methodologies have been used as best practices and the backbone of my IT project and marketing program management:

Centers of Excellence (COEs)—Managed the configurations, budgets, and implementations of the SUSE, Enterprise Storage, and Microsoft Alliance Partners into the HPE COEs (US, EMEA, and Asia Pacific); this included Proofs of Concept (PoCs) builds for use with real customer data, entry-level (or mobile PoCs), set up remote access, compiled customer configurations to create standard installation designs, negotiated contracts with suppliers and vendors, managed SOWs and purchase orders, and balanced budgets for use of Marketing Development Funds (MDFs) each quarter.

Technical Support/Configuration Management for Imaging—Established and managed a team of technical support engineers supporting imaging software and infrastructure for the commercial transportation industry, assigned roles, tasks, milestones, and deliverables, and designed, documented, and managed all key components of a successful technical support department:

–Call logging system,

–Knowledgebase and configuration database,

–Online support,

–Guaranteed response times,

–Escalation procedures (SLAs), and

–Portfolio of offerings.

Vertical Targeting—Targeted technical and sales/marketing programs with vertical leadership as the strategy, including content that communicates IP is the primary differentiator and packaging IP with valued partners. Vertical focus creates campaigns and content for sales to leverage, such as sales tools to make their job easier: Ready-to-Go Collateral Assets, Usage Scenarios, Sizing/workload calculators, Messaging Pillars/ Copy Blocks, Entry-Level PoCs, Vertical-Specific Solutions and Workflows, Strategy Reviews, Architectural Design Workshops, Alignment Content, Event Guides, and Opportunity Maps.

Professional Experience

DIGITAL MEDIA MARKETING MANAGER 6/19 to 11/19

ExxonMobil, Spring, TX

In this role I used Adobe Creative Cloud Suite and Microsoft Visio for Campaign Workflows, as well as Dreamweaver for HTML email development and optimizing email campaigns for mobile, tablet, and desktop.

Internal Communications—Promoted effective communications within Fuels & Lubricants through HTML emails to produce and deliver messaging and campaigns on behalf of management. This effort included facilitating a dialogue within the organization, announcements, event notifications, surveys, and, more importantly, to engage and promote a new Exxon-wide corporate communications culture and policy. I created training materials, graphics, and promotional projects to provide top-down opportunities for organizational inclusion and two-way communication.

Communication of New Corporate Culture Change—As part of the Internal Communications, it was important to keep the phases and accomplishments of the new culture change project at the forefront of the leadership and employee focus. Highlights of the communications were around how to inspire the new changes, why they were needed, and how to engage with the new language and behaviors.

Change communication tasks and disciplines included:

–Develop and manage effective relationships with key stakeholders and clients related to business and project benefits.

–Provide role clarity and develop work plans for change management workstreams.

–Plan and execute change management advice to other project teams with a focus on education, training, and communication.

–Establish and manage project team expectations, anticipate resistance and questions, while developing client relationships, gaining trust and respect.

–Workshop and meeting development for leadership (Phase 1) and employees (Phase II).

Binge Content Distribution—As a compliment to the email nurture campaigns, I integrated an add-on to the Oracle Eloqua platform called PathFactory, which allows users to ‘binge’ on content within an experience’ rather than one-off pieces of collateral typical to nurture campaigns.

Agile Project Management—For all deliverables the scopes of work were broken down into short development cycles-Sprints. Each Sprint duration was two weeks (iterative) during which our team followed a strict work plan for each Sprint, and each work plan had both a phased model and team model where the team has predefined roles, tasks, and milestones. Development was built on workflow visualization (Kanban) where the work in progress (WIP) was prioritized.

MDF AND ALLIANCE PARTNER MANAGER 12/14 to 07/19

Brookwoods, Houston, TX

In this role I used Adobe Creative Cloud Suite, Microsoft Visio for Campaign Workflows, Marketing Automation with Oracle Eloqua, which included integration with PathFactory for Binge-Nurture, YouTube Embed for Email Video, Zoom Webinar for Demos and On-Demand Webinars, as well as Dreamweaver for website development.

Marketing Funds Development (MDFs) and Alliance Partner Manager—Representing our Alliance partners for Worldwide, worked with alliance marketing teams to execute joint programs with internal audiences and channel partners across AMS, EMA, APJ, and LATAM; developed quarterly campaign frameworks, markets, solutions, and marketing mix in emerging and mature areas (Government, Pharm, Law Enforcement, Big Data, Supply Chain); managed integration of business priorities and workstreams across marketing, PR, sales, and partner teams through the GTM plans for operating systems and enterprise servers.

COEs—Managed the configurations, budgets, and implementations of the SUSE, Enterprise Storage, and Microsoft Alliance Partners into the HPE COEs (US, EMEA, and Asia Pacific); this included PoC builds for use with real customer data, entry-level (or mobile PoCs), set up remote access, compiled customer configurations to create standard installation designs, negotiated contracts with suppliers and vendors, managed SOWs and purchase orders, and balanced budgets for use of MDFs each quarter.

Nurture and Lead Generation—Define and achieve $3M guaranteed pipeline build every quarter to educate buyers on solutions and services. Developed blogs, infographics, Podcast curriculum, customer stories, and guides as CTAs and tracked them through Oracle Eloqua for metrics that drove future selling decisions.

Marketing Campaigns and Pipeline Build—Built, tested, and launched 50+ marketing automation campaigns (drip, Nurture, batch, pop-up, and trigger) that supported the client’s marketing strategy and pipeline goals; optimized and maintained the lead database through data cleansing, enrichment, and augmentation, which allowed for more accurate segmentation, and targeted marketing towards key customers and accounts.

Customer Stories and Journeys—Targeted high-value audiences with the most buying potential, established product journeys and customer journeys and stage-specific goals that are aligned to global marketing initiatives with key storylines that supported Nurture campaigns and educated buyers through the sales process until they were ready to purchase.

Marketing Automation—Developed targeted lead gen campaigns with calls-to-action (CTAs) that could fast-track buyers through the customer journey, as well as building the sales pipeline for Outbound and Inbound sales. Campaigns were created around email lead gen with CTAs, and then tracked through the marketing automation system for metrics that could drive our future selling decisions.

Self-paced Training Development—Produced interactive podcasts and a self-paced training curriculum, Just-In-Time training, and blending learning around specific subjects, they were Internet of Things (IOT), Cybersecurity, Big Data, and High-Performance Computing.

Collateral Development—Created assets to help sales recognize and respond to an opportunity, and to make their job easier, which were delivered as ready-to-go assets or campaigns-in-a-box. They included Solution Guides, Usage Scenarios, Sizing/workload calculators, Messaging Pillars/Copy Blocks, Solution Workflows, Strategy Reviews, Architectural Design Workshops, Alignment Content, Event Guides, and Opportunity Maps.

MARKETING AND BUSINESS DEVELOPMENT DIRECTOR 05/11 to 10/14

BCN Intraview, Houston, TX

In this role I used Adobe PhotoShop, Adobe Dreamweaver, Articulate, BrainShark, and Microsoft Visio.

Business Strategy—Analyzed markets trends, key influencers, and industry analysts to determine best technologies and course for future solutions; made recommendations on the findings.

Instructor-led Training—Designed and developed a curriculum of short, on-demand training modules targeted towards sales and pre-sales technical audiences, both internal and Channel, for products and their market segment. These consisted of animated infographics, on-demand Microsoft PowerPoint with synchronized audio, and self-study guides with scripted student notes.

Vertical Training—Developed targeted training programs with vertical leadership as the strategy, including content that communicates IP is the primary differentiator and packaging IP with valued partners. Through vertical focus, I designed and developed training deliverables for sales/presales audiences around Enterprise Servers and Storage solutions. This included working within a team of vendors, clients, stakeholders, and subject matter experts to determine need, features, and learning development format.

Go-to-Market Programs—Developed and designed sales programs that emphasized customer opportunities, marketplace messaging, and sales tools (tightly-defined solutions with predictable outcomes, reference configurations, entry-level processes, strategy briefings, workshops, mobile POCs, and architecture design sessions).

Lead Generation and Sales Tools—Developed tele-sales scripts, editorials, customer stories, and demand generation tools for sales, captured and analyzed campaign performance metrics that reported and demonstrated campaign effectiveness, pipeline status, and ROI.

Marketing Communications and Messaging—Developed captivating sales stories, talking points, and messages for articles and news releases; led transition from paper to electronic publishing; created a digital media and communications plan with a strong focus on engaging and creative content.

Account-Based Marketing—Targeting specific, pre-defined audiences based on sophisticated data generated from segmentation tools, analytics, and social connectors that provide higher-value leads (people- and account-based) that allow for more predictable engagement data.

Vertical Targeting—Targeted technical and sales/marketing programs with vertical leadership as the strategy, including content that communicates IP is the primary differentiator and packaging IP with valued partners. Vertical focus creates campaigns and content for sales to leverage, such as sales tools to make their job easier: Ready-to-Go Collateral Assets, Usage Scenarios, Sizing/workload calculators, Messaging Pillars/ Copy Blocks, Entry-Level PoCs, Vertical-specific Solutions and Workflows, Strategy Reviews, Architectural Design Workshops, Alignment Content, Event Guides, and Opportunity Maps.

INSTRUCTIONAL DESIGNER LEAD AND SR. TRAINING MANAGER 06/99 – 02/11

Compaq, Houston, TX

In this role I used Adobe PhotoShop and Dreamweaver, all Microsoft Office products, Articulate, and BrainShark.

Training and Curriculum Development—Designed presales training for internal call centers, the scope of which included the development of implementation plans, course outlines, course objectives, content, exams, and successfully engaged with subject matter experts to ensure superior content and quality.

New Product Introduction—Designed and managed a virtual classroom program, which was formalized to provide all internal and Channel Partner sales and presales new product knowledge as a foundation for competitive selling. Deliverables included monthly webinars, On-Demand podcasts, self-study guides, and battlecards.

Onboarding Program—Created a five-day strategically-focused, on-demand curriculum for the Human Resources office that supported further classroom training and prepared new hires to understand the company culture, products, and solutions.

Cross-Team Program Management—Led and supported a cross-functional development team to share and counsel on issues/actions, review content with SMEs, manage course delivery schedules, track risks, highlight successes/activities, and foster team participation going forward.

USER EDUCATION AND EXPERIENCE MANAGER 07/97 – 06/99

Halliburton, Houston, TX

In this role I used Adobe PhotoShop, all Microsoft Office products, Articulate, BrainShark, and Microsoft Visio.

Upstream Technical Training Development—Part of a cross-functional team driving a complex new product from vision scope through to product release working with an iterative process and team model; developed Market Requirements Document, built use case scenarios and functional specifications, and was responsible for the design and development of the sales and technical training curriculum.

Asset Development—Responsible for the development of product documentation, Intranet content and communications, discussion forums, user interface design across the platform components, and infrastructure readiness across 15 ITIL operations services disciplines, such as configuration management, help desk management, availability management, and policy management.

Client Advisory Board (CAB) Lead—Conducted and facilitated regular CAB and Secondee meetings with contributing clients, which helped drive the features and functionality of the new platform, identified product improvements, and influenced technology selection.

Software Development and Service Delivery Frameworks—Using the service discipline frameworks of MOF and ITIL, designed and implemented each Service Management Functions (SMF) necessary to prepare a company or organization to accept and prepare an infrastructure to take on a new technology, service, or solution. Tasks, milestones, and deliverables are documented such that each team role knows what they should be doing within in each phase, including the following:

–Business TI Alignment SMF: IT service strategy, identification/mapping of IT services, measuring demand and managing business requests, SLAs, and the IT service portfolio.

–Reliability SMF: Confidentiality, Integrity, Availability, Continuity, and Capacity. .

–Policy SMF: How to determine areas requiring policy, create policies, and validate publish, enforce and evaluate, and review and maintain policy.

–Financial Management SMF: Establishing service requirements and plan budget, managing finances, and performing IT accounting and reporting.

–Envision SMF: Turning business requirements into a change in the IT infrastructure or into new IT services that can be delivered into production.

–Project Planning SMF: Organization of the core project team, project structure, writing the vision/scope document, and approval requirements of the vision/scope document; roll into Master Project Plan and Schedule.

–Build SMF: Process of developing solution components: the code for any in-house application or infrastructure solution, developer documentation, and the infrastructure that supports them.

–Envision SMF: Turning business requirements into a change in the IT infrastructure or into new IT services that can be delivered into production.

–Project Planning SMF: The bulk of their planning work—preparing the functional specification and solution design and preparing work plans, cost estimates, and schedules for the various deliverables—which they roll up into a master project plan and master schedule.

–Build SMF: The process of developing solution components: the code for any in-house application or infrastructure solution, documentation that developers create, and the infrastructure that supports them.

–Stabilize SMF: Testing the feature-complete solution, preparing release candidate versions of the solution, dealing with feedback, and fixing reported bugs.

–Deploy SMF: Getting ready for development, building the IT service solution, releasing the solution, and meeting requirements for scope complete

–Operations SMF: What it takes to ensure effective and efficient day-to-day operations of an IT service after it has been conceived, built, and deployed into the production infrastructure.

–Service Monitoring and Control SMF: Service monitoring requirements, implementing a service, conducting continuous monitoring, ensuring deployed services are operated, maintained, and supported in line with the SLA.

–Customer Service SMF: Providing UX experience, addressing complaints and issues, recording and determining requests, resolving requests and incidents, prioritizing changes, and ensuring good customer service.

–Problem/Help Desk Management SMF: How to document, filter, research the problem, and research the outcome.

–Governance, Risk, and Compliance SMF: A breakdown the scope of GRC, definition, roles, and how GRC fits into the IT service lifecycle.

–Change and Configuration SMF: Managing change, knowing the current state of configuration always, and reducing of negative impact from changes to the infrastructure and organization.

–Team SMF: Understanding the key principles for effectively organizing IT, accountabilities and roles, identify organizational changes needed, align responsibilities, and assign roles.

TECHNICAL SUPPORT DIRECTOR 07/94 – 06/97

PaperWise Imaging Software, division of Bell+Howell, Salt Lake City, UT

In this role I used and supported Novell NetWare, Microsoft OS and BackOffice, all Microsoft Office products, and AS/400 to x86 platforms.

Technical Support/Configuration Management for Imaging—Established and managed a team of technical support engineers supporting imaging software and infrastructure for the commercial trucking industry, assigned roles, tasks, milestones, and deliverables, and designed, documented, and managed all key components of a successful technical support department:

1.Call logging system,

2.Knowledgebase and configuration database,

3.Online support,

4.Guaranteed response times,

5.Escalation procedures (SLAs), and

6.Portfolio of offerings.

In addition, my technical team created and updated the product documentation that supported the software programs, including user and administrative guides, white papers, and as well as technical training.

MARKETING PROGRAMS AND TECHNICAL SUPPORT MANAGER 12/91 – 06/94

SHL SystemsHouse, Coventry, UK

In this role I supported Novell NetWare, Microsoft BackOffice, all Microsoft Office products, as well as defined the following:

Authorized Training Centers—Established and configured a new training and testing center for NetWare and Microsoft certified training where each week hosted 25 courses and proctored 50+ certification tests for the much-valued technical certifications.

Branding and Communications—Successfully shaped the brand of QED, logo design, marketing and communications campaigns, as well as establish the company’s styles and standards for compelling print and digital materials.

Sales Training Development—Developed and implement a sales training program that supported the internal sales staff in selling certification courses to targeted audiences. This included a sales support center with call logging system, online knowledgebase, guaranteed response system, escalation procedure, and portfolio of offerings.

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