Has a female boss (or is top executive at company)
Has an advanced degree (a degree higher than a bachelor's degree)
Has worked for a solution provider organization
Is a mentor
Has climbed a mountain
Can ride a horse
Has written a song
Biography and Background:
Maia Mosillo is Senior Digital Marketing Manager for Alaris, a Kodak Alaris business. She is responsible for strategic marketing for the U.S. &Canada region, including demand generation and the Alaris channel partner program. Her twenty years of experience with the channel began with Distribution Sales at Bowe Bell & Howell. When that organization's maintenance arm was sold to Eastman Kodak, she assumed a lead global marketing role with the new service group. In 2004, Maia requested a sales position to broaden her experience and was accepted into the Business Development program. Success in that capacity led to a position in Service Sales. In 2007 Maia was the #1 Sales Representative in North America for the document imaging business unit. Maia returned to Marketing in 2011 and has held a variety of positions encompassing product marketing, digital marketing, program development and lead generation, among other disciplines. Because of her experience in a variety of channel roles (sales, global business development, global/regional marketing) Maia brings a unique perspective to meeting the needs of Alaris' internal sales/marketing teams as well as those of their partners and end users. Maia resides in suburban Chicago with her six dogs.
How have you personally helped advance your company's channel business over the past year?
I have helped improve the partner onboarding process and managed the delivery of best-in-class marketing support. (1) Newly recruited partners showed great enthusiasm for Kodak Alaris' new Alaris-branded products and services but the percentage of these partners that did not meet sales goals was higher than we'd like. We found inconsistencies in our onboarding process and determined that we needed to provide longer term support. After researching best of breed onboarding practices, we developed a comprehensive program that offers a more structured process. This tailored approach is minimizing partner ramp-up time and maximizing their ongoing engagement and productivity. (2) Best-in class marketing support - The profile of Alaris' partners ranges from small companies to large solution providers to Direct Market Retailers (DMRs). While each might require sales and marketing support from Alaris, their needs can vary significantly. Smaller partners usually lack marketing expertise, funding and bandwidth. DMRs need support for website content and advertising. To address these needs, we launched Alaris Marketing Concierge Services which consists of first tier website syndication, social syndication, and customized marcom support. Partners can now implement marketing toolkits quickly and easily, spending most of their time on what they do best: sales and support.
What are your goals for your company's channel business over the next year?
For partner recruitment and enablement, our goal is to create programs that attract and motivate our desired partner base. We're also innovating to develop specialized programs to help our partners succeed in vertical markets and offering the latest technical certifications to help them stay ahead of the curve.
What honors, awards, or commendations have you won over the past year?
CRN 5 Star Partner Program Alaris earned a 5-Star rating in CRN's 2018 Partner Program Guide, which recognizes an elite subset of companies that offer solution providers the best partnering elements via their channel programs. Alaris also won this award in 2017. I also won the SiriusDecisions 2018 Program of the Year Award. The ROI Awards recognize outstanding achievements in sales, marketing and product alignment based on the successful implementation of best practices to improve company performance and growth. I won this honor for establishing Alaris' new partner onboarding process.
Outside of your family, please name a woman you admire and why:
Since my teenage years I have been fascinated by the woman behind the Annie Oakley saga of the late 19th century. Apart from the "Wild West" melodrama, there stands an individual with a strong sense of self-worth and an indomitable spirit. Those attributes speak loudly to me. Raised in near poverty, eschewing schooling to support her family, she developed a sharpshooting talent that was at once unrivaled and highly valued. She used that skill as a springboard to live an empowered life of challenges met and conquered. My goal is to always view adversity as she did: as an opportunity!
What advice would you give your 16-year-old self?
There's a world of difference between the "Don't you know the meaning of the word 'No'?" admonition from your parents and the "Don't take 'No' for an answer" mantra of the sales/marketing world. How you navigate the space between those two phrases will determine much of your success. In business, the word "No" is often a surrogate for not adopting a different approach, not admitting there's a better way. You need to have conviction to keep prodding, keep poking. Barring a valid reason for not attempting a certain solution, you may need to venture forward alone. You can do it!
If you could master any new job-related skill, what would it be and why?
Public Speaking. I have always envied those who easily address a large group, either extemporaneously or through a scripted presentation. Regardless of the prep effort, the ability to seamlessly convey a convincing message to an audience of sales people and/or customers is a necessary ingredient to a successful product or program launch. I've succeeded in past speaking efforts but the sweat equity involved is disproportionate to the end result. Particularly today---when face to face (or speaker to audience) communication is eclipsed by email and text ---it's vital to maximize client "live time".
What's the best book you read this past year and why did you like it?
"The Corner Office" by Adam Bryant This is a collection of CEO interviews by Adam Bryant, pulled from his "The Corner Office" column in The New York Times (2009 - 2016). The series now continues under columnist David Gelles. Bryant probes CEOs of major corporations (i.e. Microsoft, Xerox) as well as start-ups (i.e. Zynga, Nvidia) on topics including hiring practices, teamwork and the crucible of adversity as a key barometer for future success. While there are many practices that are marketplace or industry specific, it is informative to see a consensus of successful management practices emerge throughout the book.
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