Simmone Roe

As a customer-facing technology team member, I identified that the lack of standardized rules for customer configurations was causing friction between teams. I initiated a project to document, update, and standardize these rules to provide clarity to both technical and non-technical stakeholders. Through this initial phase, I worked with leaders and subject matter experts across cross-functional teams to challenge outdated practices, advocate for simplicity for the end customer, and produce a set of agreed rules and justifications. The project outcome highlighted an opportunity to improve an aspect of our offering that significantly impacted the customer experience and profitability. I then worked iteratively with a variety of teams to gradually simplify the configurations, delighting both internal and external stakeholders.

I managed the marketing and sales excellence activities supporting a modern modular API launch. This included translating highly technical information into marketing assets, training materials, and internal communication guidelines and leading team initiatives under a strict deadline.

With the transition of the team leadership, the senior management was intent on designing scalable processes for one of the sales teams and investigating opportunities to improve the customer experience and increase sales. Over two years, I led the team through an iterative process improvement project that included prototyping, customer interviews, trial and error, and ultimately software design and implementation.

Conducted a data architecture discovery to identify opportunities for automation and improved data management practices. Developed the roadmap, wrote use cases, defined releases, and managed the development of two data pipelines (including ETL processes) that received flat files through email, processed the data, and updated a data warehouse. Mentored the development team in Agile practices.

Managed two data scientists in the identification and acquisition of first and second-party customer data, data cleaning, and construction and testing of two predictive models and one diagnostic model. Mentored the data scientists in translating their efforts, achievements, and learnings into presentations for the non-technical C-suite executives.

Interviewed C-suite executives on how they identify and monitor the health of the organization, including existing tools, pain points, and KPIs. Shadowed portfolio and country analysis calls. Identified and analyzed available data and data architecture. Designed and delivered four executive dashboards in Microsoft Power BI.

Analyzed use of Salesforce and available data. Designed and tested an Excel document that could accept data exports and automatically translate them into sales insights. Customized the report to be effective across all four regions and trained the global team on the reporting process and associated files.

Led a team of digital marketing specialists and technology support experts through the review of customer relationship management practices, migration of workflows and data, and training the marketing team for new mar-tech software.

This included the following:
• the review and documentation of existing configurations in HubSpot
• the creation of 56 automated workflows
• the migration of 68,000 contacts and 73 marketing lists
• the creation of 2 sales funnels
• the transition of 79 active deals

Throughout the migration, the team and I identified several optimization opportunities that exceeded the scope but would have a drastic impact on the effectiveness of the marketing team. These included implementing A/B testing for emails, integrating other solutions to improve customer data completeness, and building improved workflows to reduce maintenance and improve tracking. During the project close, I converted these ideas into a post-launch backlog of user stories and presented them to the marketing team as a part of a recommended phase two for the project.

The project began with an in-depth discovery process to identify and address pain points in the company’s data architecture. Through workshops with C-Suite executives and interviews with business and technical subject matter experts, I was able to present their challenges and my recommendations clearly to business leaders and was contracted to lead the creation and execution of the program.

In this role, I:
• Led a multidisciplinary team: Managed data engineers, data scientists, and developers to build ETL pipelines, data science models, and automation, translating high-level product visions into detailed requirements and providing Scrum priorities.
• Collaborated on roadmap alignment: Worked with the data science and innovation (DSI) team and key business stakeholders to maintain an aligned and updated roadmap for the data engineering, automation, development, and data science teams.
• Developed product vision and user stories: Created a vision and user stories for data architecture products by working directly with cross-functional stakeholders.
• Ensured alignment and trade-offs: Managed trade-offs through MVP definitions, limiting scope creep and aligning delivery teams and internal customers.