Tricia has worked with leading Fortune 500 companies as well as ambitious startups and well-established mature companies to deliver outstanding business results through a clear North Star, deep customer understanding, a relevant brand and a high-performing marketing team.
Some highlights from her career:
With the growth of specialty coffee in traditional grocery channels and an increasing emphasis on new beverage innovation, the packaged coffee category in Starbucks stores was a declining business which also required significant resources to manage. In addition, customers reported significant confusion around how to choose the ‘right’ coffee for their taste. Tricia conducted a deep dive into the business performance and packaging strategy leading to a new North Star and corresponding strategies for the business. New merchandising, communications and partner training of a refined sku-lineup contributed to 100% growth in two years and $20MM in savings annually.
As other companies had out-innovated Microsoft and gained appeal with younger consumers, Microsoft was at risk for becoming irrelevant and unable to achieve business goals. Through in-depth evaluation of the brand using qualitative and quantitative data amongst five strategic targets, issues and opportunities were identified and a go-forward brand strategy was developed. Tricia co-authored a brand manifesto which made the case for and clarified a North Star. This manifesto was socialized and deployed across the company and was recognized by the CMO as the basis for Microsoft's new brand identity and 'One Microsoft' concept, rolled out 18 months later.
This distribution company had been delighting customers across a range of industries and with multiple service lines for over 50 years, having achieved $30M in sales through organic growth and strategic acquisitions. Seeking new growth, company leadership underwent a strategic planning process and identified marketing as a key lever to achieve growth goals. The tenured marketing team had accumulated significant industry experience, but was stretched thin managing multiple sub-brands and websites as well as a range of tactical marketing initiatives in the absence of any sort of strategy. Leadership sought to assess the current marketing activities, increase the impact of marketing through a clear North Star and metrics-driven plans, and provide development opportunities for the team members.
TM conducted a broad assessment of the company's overarching business strategy, customer perceptions, existing digital marketing technology/performance, and company positioning from various perspectives, both internal and external. Based on insights gained through that work, TM developed a brand strategy that was ownable, relevant and differentiated and a digital marketing plan that was strategically focused, targeted and outcome driven. TM also recommended a strategic shift to consolidate the company's brands under a single master brand and website to eliminate customer confusion, streamline the marketing team's work and create a unified company culture. As a result, TM led the development of a new brand identity and refreshed website that generated considerable enthusiasm throughout the company and an elevated customer experience. While outside of scope, TM also conducted an in-depth analysis of company sales data and identified significant opportunity to drive efficiency and revenue through a proactive SKU-management approach.
Rad Power Bikes
This high-growth, market leading electric bike company was experiencing tremendous organizational change while trying to keep up with unprecedented demand. The marketing organization was in flux, hungry for direction and urgently needing leadership both in terms of strategy and execution. Furthermore, there was no clear brand strategy so marketing was inconsistent, lacked a cohesive story and was often reactive. Vendors were being used to fill in gaps while a CMO search was underway.
TM came in as interim head of brand and marketing to provide immediate strategic leadership to both the marketing team and as a member of the CEO's executive leadership team, while also managing the day-to-day activities of the marketing function. She also conducted an assessment of the existing organizational structure and marketing fundamentals to identify areas requiring most attention. Over the 6-month engagement, TM served as an advisor to the CEO/executive team for brand/marketing-related issues, established a strong marketing foundation by implementing a new go-to-market process that clarified roles & responsibilities across the organization, hiring a new marketing director and restructuring the team; and developed the company's first-ever brand strategy (including a tagline to be trademarked) which would act as a North Star for the company moving forward.
Gliding Eagle is a cloud system company, building beautiful software to transform global trade. Their core technology is the first-ever platform that makes it easy for ultra-premium wineries to ship their wines direct-to-consumer, all over the world, tracking each product from source to destination to ensure authenticity. Having spent seven years focused on building a frictionless user experience, the CEO sought brand and marketing expertise to hone and guide his thinking on these topics which had not been a primary focus.
As an advisor to the CEO for over 18 months, TM provided counsel and strategic guidance relative to brand, marketing fundamentals, the company's value proposition, messaging and potential audience definition/targeting. Acting as the voice of the customer, she brought the customer pov and an external perspective to relevant and top-of-mind issues and positively impacted the activities of the company. TM also conducted the company's first-ever market research study, helping the organization to understand whether it was delivering on the value proposition as intended and to identify potential areas of opportunity.
As a mature brand, Coinstar’s growth had stagnated and the business needed a North Star which would pave the way for new revenue, leadership alignment and a refreshed corporate culture. Putting the customer at the forefront and uncovering new insights helped solidify a North Star for the business. Subsequently, brand positioning was evolved to be more emotional and relevant for the customer, and more inspiring for the teams charged with innovation and new product development. With cross-functional commitment to the North Star, the business delivered record revenue and profit for 3 consecutive years and launched a new service in an adjacent category. The North Star also provided clarity of purpose and paved the way for launches into new international countries and a successful sale to private equity. With a more relevant brand strategy and realigned team, marketing created strategies which drove 56% growth in consumer engagement, 24% increase in website visits and 4% volume lift.
Tricia was asked by the President of the College to lead a group which was charged with determining whether the College's existing brand/mascot was still appropriate for the college and, if not, what an appropriate mascot would be. Tricia devised an inclusive process to ensure perspectives were heard from a broad group of constituents. Qualitative and quantitative research amongst over 10.000 alumni, students, staff and administration revealed that the mascot was largely controversial and created divisiveness amongst the Whitman community. With the first question answered, Tricia led the development of additional research to identify a new mascot. Whitman College unveiled its new mascot, the Whitman Blues, in early 2017 and received overwhelmingly positive feedback about the process and outcome.
To address external confusion and internal culture issues, the CEO of Coinstar, Inc. sought to rebrand the corporation and assembled a team of 5 to take on this audacious goal. As the sole marketer on the team, Tricia led the RFP process to select an agency partner and coached the internal team on brand strategy, design and execution as they progressed through the rebranding journey. A name was selected, a visual identity created which would cross all internal and external touchpoints and the Outerwall brand was launched by ringing the bell at NASDAQ in July, 2013.
A Leadership Team within a Global Retail Company
This team had been charged bringing a vision to life that had never been done before at this 50-year old company. They achieved tremendous success and publicity in their launch year. Heading into year two, the leader sought to establish alignment, cohesion and a clear vision amongst the team that could be shared with the broader organization and key internal stakeholders. Tricia designed and facilitated two interactive sessions that allowed the team to identify success factors and objectives for the future, and clearly define how they’d reach their North Star, paving the way for continued success and impact in Year 2.
This non-profit organization provides critical services that promote quality of life for individuals living with mental illness. For 40 years, the organization has been connecting adults living with mental illness to life-changing opportunities through employment, housing supports and increased engagement with mental health and other support services. As an employment social enterprise, Bridgeways also offers contract manufacturing capabilities and creates meaningful employment for Mission-Focused Employees, though the contract manufacturing side of the business lacked any sort of strategy for growth or marketing and was deemed to have the potential to drive growth for the organization's services.
After conducting an in-depth assessment of the organization's existing strategic focus, customer perceptions, and marketing activities, TM developed a brand strategy that was uniquely Bridgeways and a digital marketing plan for the contract manufacturing business which was strategically focused, targeted and outcome-driven. At the request of Bridgeways leadership, TM continued supporting the marketing team in both the implementation of the plan as an advisor and in the development of the marketing leader in a coaching capacity.
“She leads with a steady hand and always approaches challenges with a thoughtful lens and broad view.”