2461 Rosina Drive
Miamisburg, Ohio 45342
ALAN SEE
Cell: 937-470-4118
Home Office: 937-866-0032
LinkedIn Profile : http://www.linkedin.com/in/alansee
Email: AlanSee@AlanSee.com
SENIOR MARKETING EXECUTIVE
Evaluating and Designing Social Media Marketing Strategies in Solution Selling Environments.
DEVELOPING CONTENT-BASED MARKETING ASSETS, INITIATIVES AND PROCESSES THAT ACCELERATE SOCIAL MEDIA
MARKETING STRATEGIES IMPROVING SALES EFFICIENCY AND EFFECTIVENESS.
Strategic thinker with documented P&L accountability and success formulating competitive and differentiated
marketing strategies and sales initiatives that advance a company’s brand, while profitably growing revenue. Strategic
alliance and team builder known for uniting internal and external organizations to achieve aggressive business goals.
Reputation as a visionary leader who can communicate the need for cultural change to support profitable growth via
collaborative and cross-functional efforts.
CORE COMPETENCIES
Social Media
Strategic Planning
Published Thought
Leader and
Presenter
Change Agent
Brand Builder and
Educator
Growth and Bottomline Performance
Generating Sales Leads — Masterful use of Web-based surveys and high level assessments to
create thought-leadership point of view documents, white papers, articles and executive reports
that establish credibility and create interest. Adept leadership skills, working effectively in highly
matrixed environments to bring marketing and sales together producing measurable results.
Revenue and Market Share Growth through Channels — Advanced skills in selling complex
solutions by leveraging alliance partners including: VARs, ISVs and Publishers. Excellent ability
to translate complex information into common terms and stories to promote understanding and
gain consensus. Ability to develop “learning organizations” that focus on both current realities
and the desired state in order to execute channel strategies that deliver sustainable success.
Go-to-Market Strategy — Strengths in analyzing and quickly improving complex solution
selling processes. Deft skills in viewing the market through the “voice of the customer”
(including the channel partner) and designing go-to-market strategies to generate interest, leads,
sales and enhanced profitability.
Social Media Expert — Ranked as the third most followed CMO on Twitter (Social Media
Marketing Magazine) with nearly 50 thousand followers. Published thought leader (MIT Sloan
Management Review) and presenter on building social-ready organizations.
EXECUTIVE PERFORMANCE
Chief Marketing Officer, 2011 to 2013
MINDLEADERS, www.mindleaders.com (acquired by Skillsoft www.skillsoft.com Sept/2012)
Key Initiative: Recruited to transition MindLeaders into a Social Media Marketing 2.0 organization.
Overall Accountabilities / Strategic Challenges
 Responsible for the company's national marketing organization, including; social media marketing, advertising, public
and analyst relations, and corporate communications.
Actions & Results
Alan See, Page 2
Home Office: 937-866-0032 Cell: 937-470-4118 Email: AlanSee@AlanSee.com
 Designed and implemented the MindLeaders Talent-Ready Assessment (http://mindleaders.com/talent-ready/ ), LearningReady Assessment and Leadership-Ready Assessment. These assessments are high-level lead generation tools that create
credibility, generate interest and provide better access to senior-level decision makers.
– Created over 3,000 sales leads in 3 months at a cost per lead of less than $40.
 Successfully designed and implemented new digital media marketing strategy.
– Improved Search Engine Optimization (SEO) and Search Engine Marketing (SEM) results through the use of
social media; including, LinkedIn, Facebook, Twitter, YouTube, corporate blogs and video.
– Increased Twitter followers over 500%
– Increased Klout score over 54%
– Increased LinkedIn Group members over 220%

Chief Marketing Officer and Vice President, 2009 to 2011
BERRY NETWORK INC., AN AT&T COMPANY, www.berrynetwork.com
Key Initiative: Recruited to transition Berry Network from a print-centric CMR to a digital marketing agency.
Overall Accountabilities / Strategic Challenges
 Responsible for the company's national marketing organization, including; social media marketing, product marketing,
marketing research, advertising, creative services, public and analyst relations, and corporate communications.
Actions & Results
 Designed and implemented the Berry Network Social-Ready Assessment
(http://www.berrynetwork.com/marketing_socialready.aspx). The SRA is a high-level social media marketing assessment
tool that creates credibility, generates interest and provides better access to senior-level marketing decision makers.
– Increased sales leads 1,000%.
 Designed and implemented the Berry Network Amplifying Media Performance (AMP) Assessment. The AMP Assessment
is a high-level assessment tool that provides a comprehensive view of how well an organization is marketing across the
four stages (Awareness – Search – Evaluation – Purchase & After Sale Support) of the consumer buying process.
 Designed and implemented the Berry Network YP Deals (Daily Deals) program on Twitter with funding secured through
the AT&T Innovation Pipeline program.
 Successfully designed and implemented new digital media marketing strategy.
– Improved Search Engine Optimization (SEO) and Search Engine Marketing (SEM) results through the use of
social media; including, LinkedIn, Facebook, Twitter, YouTube, corporate blogs and video.
– Founding member of the AT&T Social Media Council and Twitter Ambassador Group.

Vice President of Marketing, 2007 to 2008
SEAPINE SOFTWARE, www.seapine.com
Key Initiative: One year consulting engagement reporting directly to the CEO & founder with the express mission to
develop and deliver a strategic marketing initiative capable of supporting a new solution-based sales model. Challenged to
create and launch a new social media marketing program.
Overall Accountabilities / Strategic Challenges
 Oversee the company's worldwide marketing (including $2M budget), advertising, public and analyst relations,
corporate communications and worldwide alliances.
Actions & Results
Alan See, Page 3
Home Office: 937-866-0032 Cell: 937-470-4118 Email: AlanSee@AlanSee.com
 Designed and implemented the Seapine Software Quality-Ready Assessment (http://www.seapine.com/qualityready.php).
The QRA is a high-level assessment tool that creates credibility, generates interest and provides better access to seniorlevel software development decision makers.
– Increased qualified sales leads 7% over 2007 results, while coming under budget by 24%.
– Research data from the QRA provided material for content-based marketing programs through the
development of new thought-leadership white papers, articles and press releases.
– QRA related press releases resulted in a 114% increase in media coverage over the previous year.
– Sales organization set three consecutive monthly sales records as well as three consecutive quarter sales
records during the campaign launch.
 Successfully implemented new social media marketing strategy.
– Improved Search Engine Optimization (SEO) and Search Engine Marketing (SEM) results through the use of
social media; including, LinkedIn, Facebook, Twitter, corporate blogs and podcasts.
– Developed and launched the Seapine Software User Group on LinkedIn, Facebook and Twitter .

Senior Vice President and Research Director — Business Intelligence Research, 2007
ABERDEENGROUP, a Harte-Hanks Company, www.aberdeen.com
Key Initiative: Tapped by the CEO for a short-term consulting engagement to build a fact-based research practice and
solidify Aberdeen’s presence in the Business Intelligence (BI) market space.
Overall Accountabilities / Strategic Challenges
 Orchestrate administrative and marketing aspects of launching the new research practice, while developing new
personnel. Document direction and construct processes for the BI practice by creating the BI research agenda and
programs. Led marketing and customer identification by analyzing opportunities and targeting client development of
medium-sized U.S.-based software houses.
Actions & Results
 Secured quick ROI and market credibility by publishing first benchmark report within 90 days of practice start-up.
Acquired new company sponsors who had never before engaged in business with Aberdeen.
–
Accelerated team development to realize fast revenue return on investment. Positioned the new practice to produce
benchmark reports in 90 day cycles.
–
Doubled industry sales presentation average (secured 40 vendor briefings within first 90-day cycle) by leveraging
personal reputation as industry expert and thought-leader. Guided business development team and participated in
>80% of client sales calls.
–
Pinpointed practice’s “vision” by articulating type of topics to be researched for the BI market. Set in place BI
research agenda to continue practice’s momentum for balance of the year.

Senior Director — Global Alliances, 2006 to 2007
TERADATA, a division of NCR Corporation, www.teradata.com
Key Initiative: Recruited back to NCR to leverage the alliance channel to increase sales of Teradata solutions by
introducing new partner applications that increase the size of data warehouses. Create alliances with partner companies to
bring solutions to market that convert unstructured data into structured information.
Overall Accountabilities / Strategic Challenges
 Advance strategic Independent Software Vendor (ISV) program by integrating and managing marketing and alliance
activities. Coordinate partnership joint sales strategies after articulating the “rules of engagement and value proposition”
to the joint sales forces.
Alan See, Page 4
Home Office: 937-866-0032 Cell: 937-470-4118 Email: AlanSee@AlanSee.com
 Drive incremental revenue opportunities and solution portfolio offerings by identifying, evaluating and tracking joint
sales opportunities. Explained benefit to internal constituents to promote use of joint technology solution with intended
results of increasing the sales funnel value of partner initiated sales opportunities.
Actions & Results
 Doubled sales funnel value of key partnership to $2M in 3-month time frame — increased Teradata’s market awareness
and coverage by linking complimentary technologies to boost value of “partner lead” sales motions.

Senior Marketing Strategist, 2003 to 2006
SAS INSTITUTE, www.sas.com
Key Initiative: Establish credibility and generate interest in SAS Customer Intelligence-related solutions.
Overall Accountabilities / Strategic Challenges
 Drive SAS Customer Intelligence-related solutions by shaping and delivering marketing content and by managing
marketing and partnering strategies. Centering on the front-end of complex solution sales cycle, deliver thoughtleadership Webinars, byline articles, research benchmark reports and conference presentations.
 Identify and evaluate partnerships to enhance new customer acquisition and solution offerings.
 Devise market segmentation and mapping strategy for SAS financial industry vertical market coverage including midmarket segmentation and targeting strategy.
Actions & Results
 Conceptualized and launched “The CMO’s Strategic Agenda: Building the Marketing-Ready Enterprise,” which
stimulated interest and demand for SAS Customer Intelligence solutions.
–
Initiated Customer Intelligence sales motions at key accounts by using the new Marketing-Ready Enterprise
assessment tool.
 Surpassed revenue objective by 15% resulting in $16M in sales after successfully increasing collaboration between
financial industry direct sales force and alliance partners.

Manager, CRM Strategy Management Consultant, 2000 to 2002
CAP GEMINI ERNST & YOUNG, www.capgemini.com
Key Initiative: Identify improvement opportunities in client Customer Relationship Management (CRM) capabilities.
Overall Accountabilities / Strategic Challenges
 Evaluate and assess processes culminating in the design of new customer insight strategy capability.
 Develop business strategies — channel management and go-to-market strategies — for diverse consulting projects in
functional areas including; sales, sales management, strategic alliance (Partner Relationship Management), product
management, product marketing and sales process improvement.
Actions & Results
 Generated $1M in consulting revenue after developing “thought-leadership” point of view (POV) — “Intelligent
Customer Growth.” Infused life into the POV by leveraging Business Intelligence technology through strategic
partnership with Hyperion.
 Achieved steady pace of incremental growth totaling >$1M in sales after launching and managing CGE&Y CRM Index
campaign (CRM maturity model) for company’s High Growth consulting business unit.

Senior Sales Director — Financial Solutions Division, 1998 to 2000
Alan See, Page 5
Home Office: 937-866-0032 Cell: 937-470-4118 Email: AlanSee@AlanSee.com
NCR CORPORATION, www.ncr.com
Key Initiative: Create strategic plan and robust P&L for the Payment Solutions Value Added Reseller (VAR) channel.
Overall Accountabilities / Strategic Challenges
 Promote strengths and benefits of the VAR channel through close interaction with the NCR field sales organization and
the VAR sales organization. Provide market intelligence while managing direct reports throughout the U.S. and Brazil.
 Focused on winning “mindshare” at all levels within VAR partner organizations.
Actions & Results
 Boosted sales of VAR channel to reach >50% of key product sales worldwide, garnering annual revenues of $65M.
Additional NCR Corporation Career Progression
Senior Director — Product Marketing and Management, 1997
National Sales Director, 1996, Marketing Director, 1993 to 1996, Executive Account Manager, 1987 to 1993
Selected Results (1987 to 1997)
 Demonstrated keen insight in identifying and capturing opportunities. One result: delivered new business development
strategy that structured strategic OEM relationship with 5-year business plan projection of >$350M. Spearheaded the
go-to-market strategy for the new solution by engaging in productive collaboration with the software and hardware
development groups, and product marketing teams.
 Achieved 132% of quota (based on $13M annual objective) during pilot period of new Financial Sales Center.
Recruited and trained high-performance sales team to aggressively manage VAR relationships and seamlessly integrate
existing outside sales organization to successfully sell complex technology solutions to financial services industry.
 Skyrocketed sales 276% in 1996 (versus 1993 sales) on $52M in orders as Marketing Director. Selected for “NCR Great
Performance Recognition Program.”
 Surpassed gross margin annual objective by 8.5% while propelling unit sales over 60% year over year.
 Ranked as Top Performer with 140% average annual quota attainment. Earned NCR Century Point Club recognition
and NCR Consistent Achiever Award.
ADDITIONAL PROFESSIONAL EXPERIENCE
Associate Faculty, 2002 to 2011
UNIVERSITY OF PHOENIX, www.universityofphoenix.com
Certified to facilitate courses in:
Marketing / E-business / Management Theory / Critical Thinking / Business Ethics
 Compelled to absorb latest research and uncover developing trends while teaching marketing, providing dual benefits:
useful information to personally maintain competitive business edge; and substantive knowledge useful in inspiring
feedback from adult-age student body while conveying thought-leadership course content.
EDUCATION
MBA (1986), ABILENE CHRISTIAN UNIVERSITY, Abilene, TX
Concentration in Marketing/Management/Finance; Summa Cum Laude
Bachelor of Business Administration (1981), ABILENE CHRISTIAN UNIVERSITY, Abilene, TX
Concentration in Marketing/Management/Finance; Magna Cum Laude