The program was running. The infrastructure underneath it wasn't.

SIA's webinar program was already running when I arrived — 55+ webinars annually across five formats, a ~$1M budget, global reach spanning EMEA and North America. The scale was real. What wasn't tangible: the infrastructure underneath it. Each event required significant coordination across sales, content, sponsorship, design, email, platform setup, and live production — with distributed ownership, no centralized authority, and inconsistent standards. Quality and outcomes varied based on who was involved and whether they remembered to do things. Follow-up emails weren't going out consistently. QA was undocumented. The program ran on institutional memory and individual effort, which meant it was one personnel change away from breaking. The mandate was implicit but urgent: make this reliable, scalable, and defensible — without additional headcount or organizational redesign.

• Standardized a repeatable webinar production model across regions
• Addressed attribution from registration through membership conversion
• Created a reusable promotion stack: email, paid social, partner co-marketing
• Introduced a post-event nurture by attendee engagement score

I built the operational layer the program was missing. A standardized intake and planning framework — clear requirements, timelines, and ownership aligned before execution began, reducing the ambiguity that caused last-minute corrections. An end-to-end QA process — systematic cross-verification of briefs, landing pages, email, platform setup, and post-event assets, catching errors before they reached members or sponsors. A repeatable production cadence that reduced reliance on institutional memory and established consistent delivery rhythm regardless of who was involved. I also introduced measurement where none existed. I built a registration lift sheet to track performance across webinars — identifying what was moving the needle and what wasn't. I established analytics tracking for a program that had none. As we continue to scale, we now have the historical data to make data-driven decisions on content and distribution that affect not only the webinar program but also influence the early signals of the in-field events as well. On the content side: I identified that content wasn't being systematically distributed after events. I proposed the repurposing workflow, built the distribution process, and got it adopted across sales and marketing. That work was publicly recognized by content leadership at an all-hands. I also identified a structural revenue attribution gap — webinar registrations weren't being connected to closed revenue in the CRM, making it impossible to demonstrate program ROI. I designed a framework to close it. The infrastructure to implement it didn't exist, so it remains an open recommendation — but the diagnosis is documented. I coordinate across content leadership, a rotating production assistant, and a global day-of-show resource for EMEA events. The job is as much stakeholder management and gap-filling as execution — in a siloed organization with high reputational risk tied to live events and member trust. Coordinating across content leadership, a production assistant, and a global day-of-show resource for EMEA events — with no formal authority over any of them — was as much the job as the execution itself. I give feedback, set direction, and maintain quality across a distributed team that doesn't report to me on paper. That's been true across most of my career.

Push harder and earlier for CRM integration between webinar registration and revenue data. The attribution gap I identified represents a significant blind spot in how the organization understands program ROI. Without it, the program's contribution to revenue is invisible — which makes it vulnerable. I'd make closing that gap the first infrastructure conversation, not the last.