Nico P.

muup

Co-Founder

UPQODE

Chief Executive Officer

128.digital

Founder

Wiremo

Managing Partner

QODERS family

wCopilot

truethemes

Owner

CEO at UPQODE, 128.digital, TrueThemes and Qoders Family

On the milestone to launch 20 Businesses by 2024

Tommy Chenoweth

Smarsh

Smarsh is the global leader in communications data and intelligence. Gartner Magic quadrant leader for Digital Communications Governance & Archiving Solutions, and 17 consecutive years on the Inc. 5000 list of Fastest Growing Private Companies. And we are just getting started!! 

In this role, I lead the global HR function for Smarsh Enterprise, Corporate and Public Sector businesses. My primary objective is to ensure our people strategy is aligned to the unique business strategy of each segment. Working closely with our revenue team leadership to capitalize on expansion opportunities by region, industry and product.

Sr. HR Business Partner, Director

Supported our Chief People & Diversity Officer to reinforce the Global People Team strategy across Smarsh, our Board of Directors, and our owners at K1 Investment Mgmt. 

Worked closely with Smarsh executive staff and K1, building and owning our Executive Recruitment and Onboarding Program. Program responsible for hiring and onboarding 40 new executives in 2024. 

Supported Global People Team leadership on strategic initiatives along every step of the Employee Lifecycle - the foundation of our operating model.

Director, Strategic People Programs & Integrations

Growth Stage Solutions, LLC

Building revenue and people operations in unison is a significant challenge to growth stage businesses. GSS bridges the gap between Revenue and Human Resources with a system of workflows customized to the company's current state and growth goals. 

Examples of recent client work include: 

Client: Smarsh/ K1 Investment Mgmt
Project: K1 HR Leadership Workshops - Strategies to Support GTM Teams

Client: LeadCoverage
Project: Full-time COO over HR & Operations (6 mo contract) 

Client: Blast Media
Project: Implementation strategy for career pathing and performance reviews

Client: TravPRO Mobile
Project: Full-time VP, Business Development (1 yr contract)

January Digital

Having dual responsibility over hiring and training to support new business in my previous role, I took on a new leadership role fully dedicated to building Human Resources for the company. Implemented best practices and technology to support every stage of the employee journey - hiring, on-boarding, training, performance management, benefits and culture. 

Had a blast. Learned a ton. Couldn't have crossed this bridge without the 3+ years at LinkedIn Talent Solutions and the confidence that comes from doing the job before you get the job.

Vice President Human Resources

Hired by Founder & CEO of early stage digital agency to support company level business development, staff planning, and the NYC office P&L. Combined efforts led to over 300% increase in revenue and staff growth from 15 - 60 people. January Digital was nationally recognized for both revenue growth and employee satisfaction during my tenure. 
- Inc. 5,000 Fastest Growing Companies (’16 – ’19)
- Ad Age Best Place to Work (’19)
- Inc. Magazine and Fortune Best Workplaces in America (’18)

Senior Director, Business Development

LinkedIn

This is where I learned what it takes to operate and lead in a high growth, ever-changing environment. Early days of LinkedIn. There was no consistent value story. No enterprise customer success or enablement. Employment branding wasn't a thing. In my 3+ years there, we built all of this and more, grew the team and revenue exponentially, and were acquired by Microsoft for $26B. 

My biggest contribution was in taking a funnel approach to modernize employment branding and talent acquisition, unseating long-held recruitment budgets from Monster and CareerBuilder. In close collaboration with Sales Ops, we piloted this strategy as proof of concept to close the SOP gap on low spend, high potential customers. Pilot success resulted in the creation of a new "High Growth" strategic business unit, utilizing the funnel approach as best practice for enterprise growth.

Enterprise Account Manager

American Express

Responsible for $4B portfolio of global client relationships across cruise and travel wholesale verticals. Negotiated merchant agreements with CFO’s, and delivered incremental value through marketing partnerships in high volume B2B and B2C travel sales channels. Carried cross-sales quota on Amex marketing, analytics and financial services assets.

Senior Enterprise Account Manager

Uncovered high value opportunity for Amex charge volume expansion in B2B travel wholesale. Assessed economic and operational impact across multiple Amex business units.  Developed sales tools and opportunity pipeline for Corporate Sales Managers to apply a successful industry level approach.

MBA Intern, Travel & Entertainment Industries

Marriott International

The Renaissance Austin is a high end, high volume convention hotel. As the primary liaison between our clients and hotel operations, I was responsible for all event revenue, including F&B, rooms, and event space, as well as the cross-departmental action plans needed to ensure a flawless customer experience.

Event Manager, Renaissance Austin Hotel

My career path has provided the unique opportunity to do what I love most in business - work within both revenue and people teams to build a foundation for long-term, profitable growth. To me, there's no better feeling than contributing to the success of your peers, while also growing revenue streams and market share. There are 3 guiding principles I've embraced to build winning teams to grow the business:

1. Product + Process + People = Profit
The GTM building blocks of a solid foundation and must evolve in unison as you progress from start-up through each stage of growth.

2. Communicate. Measure. Iterate.
A clear vision with consistent communication on results, learnings and what's next will create trust, empowerment, and a system of continuous improvement. 

3. Create Space
With progress on steps 1 and 2, create opportunity for top performers to grow as value drivers, systems and teams evolve. An absolute must to avoid getting stuck, and a challenging balance of knowing where you're going next and who's filling the space behind you.

taplio

The Battle

Nico P.

Tommy Chenoweth

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