AOL.com was failing to live up to its potential as an acquisition-marketing asset. It was under-leveraged, and did not effectively deliver information, or an online experience, to audiences seeking to make decision about an internet service provider.

As a part of a four-person strategy team, I helped guide corporate interviews, focus groups, in-depth interviews and competitive analysis. The final recommendation painted a user friendly approach to member acquisition, and resulted in increased registrations from the site.

Sony.com is an important promotions space for its business units. The corporation’s divisions of Electronics, Music, Motion Picture and PlayStation all leverage the power of the Sony brand, and its high visibility website, to expose their product offerings to their broad consumer audiences. As such, it was important for Sony.com to deliver a strong and consistent messaging space to their internal stakeholders.

As Manager of Online at Sony Corporation, I played a central role in the site’s redesign. Our small online team traveled the country and discussed options with key business leaders in the Sony community. Then, we approached the consumers and discovered what they wanted. In the end, the redesign yielded a strongly branded site that offered flexible promotions opportunities to business units. Following the launch, my responsibilities (in both a full-time and consulting capacity) turned to online brand and site management.

The MTV online network relies heavily on online advertising. The management of their advertising production operations relied heavily on communications and asset management between several different ad sales and production units, all of which were struggling to develop a consistent workflow and asset trafficking processes.

With years of production coordination and department building experience, MTV hired me to analyze the existing communications and work flows between production and ad sales units. After meeting with key players in the organization and observing existing processes, I generated a 50-page plan that outlined existing weaknesses, and proposed improvements.

As project manager at the reputable FrankfurtBalkind agency, I was given oversight of the site design project for Towers Perrin, one of the world’s largest reinsurers. They specifically needed a well-crafted interface and a content management system that would allow them to add and update content at will. Years ago, before the introduction of enterprise-level content management software, this was a bigger effort than it might be today.

We reviewed TP’s needs through an involved series of investigative meetings, and decided on a strategic direction that would capture their sophistication and global message. On the back end, we hand-crafted utilities that would allow them to manage their online content. The project came in on time and under budget, to the great satisfaction of both the client and my supervisors.

Distance Learning, Inc. is an e-learning company that was attempting to scale its services to meet the needs of its growing business. Unfortunately, the software and hardware platforms it used to power its services were obsolete, providing a significant roadblock to its expansion goals.

As Director of Product Development, I worked jointly with a senior software consultant to plan a platform re-architecture that focused on supporting new products and services. Six months later, the J2EE-driven ASP relaunched with a robust product offering. From there, we continued to successfully upgrade products and services with exciting content and features until it became a leader in online English language training market.