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An Informal Career Narrative
 
I joined USWEST in 1999 as the promotions manager for the Business and Government Services business unit.
At that time, the merger with Qwest had been announced and I was excited to have the chance to work for both a classic Bell company and for an aggressive young upstart.
As the BGS Promotions Manager, I acheived 3 major improvements that resulted in significant revenue uplift.
- Integrated all new promotions into solutions packages (bundles) that reduced the overall number of promotions and resulted in an increased share of client telecom spending.
- Streamlined prioritization and communication of marketing programs to the sales force by intitiating quarterly "Kickoff" meetings that presented all programs for each quarter at once.
- Instituted rigorous measurement and tracking of all marketing programs.
At the time of the merger with Qwest, I accepted a new position as "Competitive Response" manager. Competitive Response was a new function for Qwest, and I had the opportunity to develop from scratch systems designed to use competitive intelligence to develop marketing programs. Significant wins included:
- Marketing programs that identified customers of failing competitors and tailored offers to meet their need for reliable service.
- Silver Bullets system that armed the sales force with winning arguments against each competitor.
- Detailed white papers that enabled leadership to position the company against the competition, both in the market and on Wallstreet.
In my next postion as Sr. Marketing Manager for Global accounts, I had the opportunity to craft the company's strategy with regard to Fortune 1000 customers. We had little business with most of these companies, and I implemented a tremendously successful "Investment" program that resulted in 12 new accounts in its first month and is currently projected to generate over $300 million in new revenue.
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