VP Innovation & Strategy / General Manager of Operations & Business Development, NYC & Taipei / ChineseCUBES
Innovated a path to success for an early stage Ed Tech startup leading to acquisition by Hong Kong based company
• Led daily and strategic operations and business development for offices in NYC and Taipei
• Developed complete suite of learning products from ideation to design, launch, beta testing and improvement
• Created all internal/external Comms Strategy, brand architecture and design guide-lines incorporating product, logo,
• Oversaw strategic social planning/programming (social content strategy/communication plans, social marketing/
• Built Social Media presence across relevant outlets reaching nearly one half of addressable market in less than a year
• Led a staff of 27 in Taipei and launched NYC office building a team of 7
• Oversaw a $1.8 M yearly budget: operations between Taipei and NYC
• Reduced operating costs by 13% by improving procedures and eliminating “busy work” and inefficiencies
• Led a A-Round Venture Capital resulting in 1.3M and the eventual sale of the company
When taking this position I was offered the role of CEO, but I refused it. I believed that the company at the time needed innovation, renewal, pivoting and someone to shepherd them through that change.
The role of CEO could be given to someone who knew how to run a business well, and although I knew that I could do that and did, I felt that what the company really needed was for me to role up my sleeves in each and every department, from product, to design, to accounting, to the very way we wrote job descriptions, and innovate. This cumbersome title fit this better than CEO, President or Global Marketing Officer, even though I was often attributed those titles in interviews, speaking engagements and articles. I believed they needed to perceive me not as a new boss, but as someone who would innovate a path to success. Which is exactly what we did.