Middlebury College

Chief Operating Officer at Global Citizen

Responsible for leading the mission, vision, values, and strategy of the organization across four continents, along with overseeing expansion plans in key global markets, and leading revenue-generation programs, including corporate partnerships, foundations and individual giving.

Global Citizen

President

Responsible for day-to-day operations and all departments of this 10-year old charity which is building a movement to end extreme poverty by harnessing the collective actions of 100 million global citizens around the world.     
•	Overhauled new business operations with clear pipeline management, hired new staff and diversified funding opportunities which resulted in 30% revenue growth. 
•	Established an Executive Team and took them through a strategic planning process which resulted in a more defined business model and value proposition as well as clear performance indicators.   
•	Reorganized senior leadership functions to align with the strategic plan and allow for growth opportunities for high performing staff.
•	Aligned Europe, Australia and Canada offices with the NY headquarter reporting structure to create better communications and clear deliverables.  
•	Reorganized multiple advisory boards into fewer boards with clear charters.  Revised Global Board by-laws and membership to create a more useful structure for the organization and fundraising.

Chief Operating Officer

•	Led the business during unprecedented growth from $85 Million per year to over $150 Million per year in annual operating income.  Grew the staff from 300 to over 500 full time employees in 15 US cities and 3 international offices. 
•	Hired, shaped and manage the executive team with all departments and executives reporting directly to me.  Designed and implemented the annual goal setting for executives and broader leadership team.  This transparent process established individual and team goals so that all employees are aware of how their contributions align with the organization's goals.  
•	Led the organization through a strategic planning process that resulted in a focused 5 year Strategic Plan.  Created detailed metrics and scorecard to evaluate project results which has eliminated extraneous projects.
•	Established a culture of project management and accountability for all efforts.  All projects go through rigorous planning with detailed milestones.  This gives our donors the confidence that we can deliver as promised and provides teams the tools to effectively manage.  
•	Designed an integrated Talent Management program to support the strategic goals of cultivating and training the human capital required to execute on our ambitious strategic plan.

Environmental Defense Fund

•	Took over as the first CIO and in the first year reduced the IT budget by 17%.    Responsible for all IT operations for 350 seats in 9 cities and 40 telecommuters.  This includes email, connectivity, security, video conferencing, application development, infrastructure, bandwidth and helpdesk.  
•	Personally managed the implementation of a major fundraising database and consolidated disparate cultivation systems into a central constituency management system.  Eliminated redundant systems and procedures to allow all department heads to report from one consolidated income system.  
•	Redesigned the Help Desk to be more customer service oriented and effective.  Evangelized the use of technology throughout the organization and created various training programs to encourage technology use.

Chief Information Officer

Shopping.com (originally known as Dealtime) was a comparison shopping engine platform that operated as a large destination site as well as a technology platform for other ecommerce sites.     
•	Sold the DealTime platform to other large portals.  This included all pre-sales work through implementation support with the partner’s technology teams to ensure smooth cutovers to the new platform and ensuring 99.6% uptime. 
•	Moved Dealtime from a fully managed-services hosting operations to collocation facility saving the company over $7 million per year.  
•	NY technical contact to R&D center in Israel, included writing technical specifications, refining product features, troubleshooting partner site problems and defining partner enhancements.

Shopping.com

VP Technology - US

Founding member responsible for building the Engineering department and part of the 3 member Senior Management team.  Worked closely with the CEO to secure second round of funding of $15 million and reported monthly to the Board of Directors.

Sticky Networks

VP Engineering

Formerly known as Trecom and DMR Trecom
Overall responsibility for $25 million Internet Practice including full P/L accountability, client account management, proposal generation, delivery, framework creation, staffing and strategic direction.

DMR Consulting Group

Practice Director

Responsible for all consulting activities for this 27-person software development firm with $1.8 million in annual billings. Chief design engineer and project lead for major accounts.  Responsible for hiring and managing all technical staff.  Owned the company with 2 other partners, sold equity in 1993.

Liza Lambert Henshaw