NICK ANTHONY

Early-stage industrial technology startup. Recruited to build the entire commercial function from zero — marketing strategy, sales infrastructure, and end-to-end customer experience.

• CX & Marketing Strategy: Developed end-to-end marketing direction and customer journey design aligned to a long-cycle B2B sales process — creating messaging, positioning, and customer engagement strategies across all stages of the lifecycle.
• Support Operations Infrastructure: Built a HubSpot-based service desk to track and resolve customer issues — coordinating directly with engineering on technical tickets. Improved response time, backlog management, and resolution tracking at a company with no prior support function, while continuing to carry full sales and marketing responsibility.
• Commercial Infrastructure & Automation: Built the full customer-facing function from zero — HubSpot CRM deployment, lifecycle architecture, and sales process design — then automated the pipeline with a re-engagement sequence for stalled deals and a targeted lead-generation funnel, reallocating focus to highest-converting channels based on segment performance data.

Embedded as product design and CX lead for two enterprise applications serving heavy equipment operators and dispatchers. Owned the full product lifecycle — user research, roadmap influence, stakeholder alignment, and developer handoff — across three development teams.

• AI Product Impact: Shaped UX & CX strategy for an AI-enabled fleet optimization application serving industrial enterprise clients, delivering a 7% reduction in maintenance costs and a 5% improvement in production output — directly improving operator experience and customer ROI at scale.
• Customer Voice Leadership: Established and led the user research practice across field studies, environmental observation, contextual inquiry, user interviews, usability testing, and attitudinal vs. behavioral analysis — serving as the primary advocate for field operator and dispatcher needs. Achieved a 90% task completion rate across 12 critical workflows including payload monitoring, material selection, equipment status, and split-dig functionality.
• Evidence-Based Feature Prioritization: Through field studies, contextual inquiry, and user interviews, built a cost/benefit matrix to align engineering and product teams across 4 PMs and 3 development teams in a ship-first culture. Through field research, optimized for multiple operator-facing production interruptions — driving a 25% menu reduction and cutting taps-to-access from 4 to 2 for 65% of key features. Became standard practice across multiple teams.

Recruited to build operational and growth infrastructure for a scaling wellness technology company. Position eliminated due to COVID-19 restructuring. Used the transition to formally pursue UX training.

• Scaling Architecture: Developed a fully executable 6-month strategic roadmap covering staffing, facility design, scheduling, and budgets — scoped for 5 facility launches — and built a RACI framework connecting individual roles and daily tactics to organizational strategy across leadership team.
• KPI Foundation: Established organizational performance benchmarks through synthesis of 25 field-team interviews, alignment workshops, customer metrics, and competitive data.

Led national digital and hybrid product strategy for UCLA Health, Mayo Clinic, INOVA, Novant, Mercy, Monument Health, and Children's Medical Center (TX). Directed a 40-member team across 8 national programs, average contract value $2.5MM.

• Playbook Scale-Through-Team: Shifted from hands-on program execution to setting strategy and building a repeatable playbook, directing a 40-member team across 8 national programs. Accounts that followed the playbook most closely — including Regional Health (South Dakota) — saw the strongest performance, validating the model's design.
• Product Launch: Launched 2 zero-to-one digital and hybrid products delivering sport-specific and rehabilitation-focused training intelligence to healthcare partners, patients, and customers — managing end-to-end experience from clinical need identification through delivery and outcomes measurement.

Owned product development, sales innovation, and end-to-end program execution for a $17MM global digital health and wellness portfolio. Clients included Intel, Porsche North America, State Street, DTE Energy, Jefferson Hospital, Cancer Treatment Centers of America, and Cerner.

• Flagship Pilot to Global Scale: Designed and piloted the EXOS CPro program with 150 Intel Chandler test subjects, securing full organizational funding to launch Intel Vitality — the resulting enterprise program serving 56,000+ employees, which required building entirely new governance and adoption infrastructure from the ground up.
• Program Governance & Team Leadership: Designed and deployed a monthly performance evaluation system for a globally distributed 70-member specialist team — quantifying coaching effectiveness, population engagement, and satisfaction alongside specialist growth readiness. Built the company's first metrically-driven career development program, supporting multiple promotions into leadership roles.

Progressed from individual contributor to director over 7 years across enterprise accounts including Intel, CTCA, Cerner, Jefferson Hospital, DTE Energy, and Walgreens.

• End-to-End Program Ownership: Sold, co-designed, and stood up wellness programs across enterprise accounts — navigating long, bureaucratic sales cycles across board members, middle managers, and frontline staff. Drew on field observation, interviews, and biometric data to build KPIs from day one, operated programs on-site before transitioning to remote oversight with documentation and SOPs; many programs remain active today.
• Voice of Customer: Developed systematic feedback loops and client listening programs that surfaced experience gaps and drove continuous program improvement across a diverse enterprise account base.