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Seattle, WA, USA

Casey S.

Transforming Strategy into Revenue | Empowering Inclusive Growth through GTM | VP, Operations @ Mastercard

I help visionary leaders transform mission and strategy into revenue through a scalable go-to-market infrastructure, accelerated by a workforce community that engages both employees and cross-functional teams. By prioritizing a well-supported workforce, we unlock efficient scaling and sustainable growth.

In my 10+ years of experience, I have served twice as a marketing Chief of Staff (in both a high-scale startup and a global enterprise) and most recently worked as VP, Operations at Mastercard, where I supported one of our largest B2B services product portfolios.

As a neurodivergent advocate, I bring a people-first perspective to every inflection point—ensuring change isn’t just delivered, but absorbed. My approach is all about empowering leaders and teams to thrive together, so culture is a lever for transformation, instead of friction.

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Casey S.
Chief of StaffNetwork HardwareAdvisorIdentity ManagementMicrosoft ExcelDirector of Business OperationsStrategic PlanningLeadership

Work

Driving Integration & Operational Excellence at Scale

Driving Integration & Operational Excellence at Scale

After a multi-year series of acquisitions, six acquired marketing teams operated in silos with separate budgets, inconsistent KPIs, and fragmented reporting. This created inefficiency and made it nearly impossible to measure ROI or present a unified presence to customers.

Approach

  • Centralized ownership of a $23M marketing budget within 30 days.
  • Designed and implemented a new KPI/OKR framework in 60 days.
  • Built and trained a 60+ member global enablement function on unified processes.
  • Partnered with Finance to reconcile transactions monthly, reclaiming miscoded spend.

Outcome

  • $500K recovered in budget due to coding errors.
  • 70% reduction in manual reclassifications; 90% drop in procurement violations.
  • Marketing mix reallocation: increased event spend by 11% while cutting low-yield channels.
  • Campaign managers reclaimed an est. 40 hours/month in productivity; executives saved 50+ hours/quarter through streamlined reporting.
  • Within the first 90 days, key efficiencies were operational; refinements continued over one year.
Business OperationsChief of StaffStrategy ExecutionTransformational LeadershipTeam Building

Building a High-Trust Culture Across Acquired Teams

Building a High-Trust Culture Across Acquired Teams

Following multiple acquisitions, employee engagement had eroded due to change fatigue. Silos persisted, leaders struggled to unify go-to-market, and employee morale dropped.

Approach

  • Launched biweekly office hours, book clubs, and operational pods to foster peer-to-peer collaboration.
  • Stood up the first employee engagement working group at 180 days to formalize employee voice.
  • Created horizontal networks that worked around leadership bottlenecks.

Outcome

  • 15% lift in employee morale within 6 months (based on engagement scores).
  • Increased cross-functional collaboration saved budget via shared vendor contracts.
  • Improved retention and cultural stability during extended integration cycles.
  • Observable improvement in team speed and trust within the first 90 days of pods launching.
Team BuildingChange ManagementChief of StaffStrategic VisionTransformational Leadership

Forecasting & Growing Revenue Through Data-Driven Collaboration

Forecasting & Growing Revenue Through Data-Driven Collaboration

Sales and marketing planning cycles were historically “gut-driven,” creating unrealistic targets, budget inefficiencies, and misalignment on pipeline strategy in a competitive market.

Approach

  • Launched a unified annual planning cycle within 30 days, executed across 90 days.
  • Benchmarked historical funnel conversions against industry standards.
  • Partnered with sales to identify conversion gaps and applied segmentation by geography.
  • Shifted marketing mix away from low-value trade shows (-10%) toward high-ROI field activations.

Outcome

  • Freed up 90+ executive hours in Q4 by replacing manual planning with unified processes (~$9,000 value).
  • Created clarity and alignment across three regions, leading to faster execution.
  • Head of Sales called it the “best planning cycle in company history,” citing decision-making agility.
  • Earlier targeting of deals and contracts gave company prime positioning at key industry events.
Chief of StaffGo-to-Market StrategyBusiness Operations

Embedding Accountability, Transparency & Operational Efficiency

Embedding Accountability, Transparency & Operational Efficiency

As the company scaled past 150 employees, internal communication fractured. Lack of structure led to duplication, wasted time, and a gap in visibility around marketing’s impact.

Approach

  • Owned the “Accountability – Visibility – Transparency” initiative.
  • Built a communications hub to unify sprint tracking, OKRs, dashboards, and knowledge repositories.
  • Established a semimonthly newsletter and standardized reporting cadences.

Outcome

  • Sprint process stood up in 30 days; newsletter and OKR alignment within 60 days.
  • 10% efficiency gains for the 15-person marketing team (~$12,000 monthly productivity value).
  • 5% increase in companywide ability to find key information (~$55,000 saved over one year at 150 employees).
  • Leadership regained significant capacity by eliminating duplicative one-off requests.
LeadershipBusiness OperationsChief of StaffTransformational LeadershipChange Management

Experience

Jul 2024 — Present
Mastercard

Mastercard

vice president, operations

Global leader in payments and cybersecurity; $25B+ revenue, 29K+ employees; Security Solutions org ($5B + revenue) within Mastercard Services supports Fortune 100 and enterprise clients worldwide.

  • Managed global team of ≤ 8 responsible for operationalizing net-new Business Integration and Excellence (BIE) function during reorganization of Mastercard business divisions; reported to SVP of BIE and worked in support of $5B product area.
  • Within first 90 days, established rhythm of the business for new BIE function of 60+ global employees with four distinct sub-functions from product development to product synergies.
  • Managed $14M budget and line-item reconciliation to deliver high-impact programs with measurable ROI while reporting accurate semimonthly forecasts to finance through the year.
  • Established functional annual objectives/key results (OKRs), 2021-2025, to demonstrate revenue impact while ensuring direct support of company objectives.
  • Executed quarterly learning sessions, culture building gatherings, and town halls to ensure deep ties and strong communication for employees located around the globe.
Oct 2022 — Present
Mastercard

Mastercard

chief of staff, head of strategy and operations

Global leader in payments and cybersecurity; $25B+ revenue, 29K+ employees; Cyber & Intelligence division ($5B+ revenue) supports Fortune 100 and enterprise clients worldwide.

  • Managed global team of ≤ 5 operationalizing net-new market-facing function of 70+ employees during consolidation of acquired marketing, communications, and event teams; reported to SVP of Product Engagement and Experience Team supporting $5B division.
  • Managed $23M discretionary budget for strategic initiatives: new process controls reclaimed $500k in mis-categorized funds and produced 70% reduction in finance inefficiencies with 100% compliance
  • After establishing the process, aligning technology, and engaging key stakeholders, delivered monthly metrics reports and developed quarterly business reviews showcasing progress on OKRs and market impact of our campaigns and programs.
  • Held semi-monthly office hours, monthly team-building, and quarterly learning sessions to increase team resiliency and deepen global/cross-functional relationships for a function facing high change fatigue and organizational uncertainty.
  • Promoted from Director, Operations to VP, Strategy and Operations nine months into tenure as the scale, complexity, and cultural challenges of acquisition integration were fully understood and my remit was expanded.
Oct 2020 — Nov 2022
Ekata, a Mastercard company

Ekata, a Mastercard company

chief of staff, head of business operations

Global B2B SaaS identity verification; (≤ 300 employees and ≤ $100M+ ARR; global clients in fintech, ecommerce, and digital marketplaces.

  • Led global marketing business operations, scaling processes to support company’s transition from startup to enterprise readiness to integration into Mastercard.
  • Centralized intake and reporting for all campaigns (25+ globally/month) and administered $12.5M budget; improved ROI analysis by building reports using Salesforce, Tableau, and Marketo to analyze lead pipeline, delivering actionable insights to executives
  • Led cultural stability and cohesion during 53% headcount growth by introducing new communication platforms and change management programs.
Aug 2018 — Sep 2020
Ekata, a Mastercard company

Ekata, a Mastercard company

global events sr. marketing program manager

Global B2B SaaS identity verification; (≤ 300 employees and ≤ $100M+ ARR; global clients in fintech, ecommerce, and digital marketplaces.

  • Owned strategy and execution for 35 global events, touching $2.8M in MRR with $1M budget.
  • Launched inaugural customer summit to introduce new company brand and roadmap to 90+ customers, touching $430K MRR, and initiating a $115K MRR opportunity.
  • Developed the field event program to nurture bottom of the funnel leads within target prospect accounts; accelerated a deal 6x the value of the event cost.
Jul 2013 — Jul 2018
Juniper Networks

Juniper Networks

marketing program manager

Multinational networking hardware/software, $5B annual revenue, 10,000+ employees; serves enterprise and service provider clients worldwide.

  • Directed 24 global go-to-market event programs (avg. $650K/event and 80-450 attendees), achieving 91%+ average CSAT and 33% growth in engagement.
  • Developed and implemented strategy for social media and executive communications, training field partners and C-suite leaders to amplify reach and drive customer engagement.
  • Built and managed content creation programs to align global messaging and support quarterly sales/revenue targets.

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