Brief description of nominees achievements:

This nomination is intended as a shout out to the women on the other (client) side of the fence who lead from within companies to champion effective lead management. A female Sr. Director leading within an 11,000 person engineer-driven telecom company, Corey has taken on the incredibly daunting task of convincing a (mostly) skeptical male Executives that Marketing is an investment, and not an expense. Corey leads the Website, Inbound, Lead Management, Market Insight and standing up a true Demand Center teams. Her evangelism of Best Practice Demand Gen and Lead Management are transforming our company and our culture, but more importantly, Corey is then 'walking the walk' by actually executing on these initiatives---and driving quantifiable leads and revenue.

Nominee's Achievements in the Field of of Sales Lead Management:

Within the last 12 months Corey has championed the Building of a B2B Demand Center at Level 3 delivering:

• Highly leveraged repeatable marketing activities that are centralized and documented.
• A common marketing systems infrastructure underlying all programs, e.g. CRM (SFDC), MAP (Eloqua), and Measurement/Analytics (MDB).
• A best-in-class Outsourced (Tier 1) and In-house (Tier II) tele-qualification process.
• An industry leading lead management process.
• Marketing programs (lead nuturing, PPC, data services, teleservices, etc.) that are centrally developed and assembled and can be executed both internally and externally (leveraging agencies).
• Advisory, agency-like services to provide the local, segment or product marketer with the best advice on how marketing programs should be deployed to generate optimal results.

The Demand Center (DC) is a change management initiative, fundamentally speaking, given that it requires a significant change in attitudes and behaviors with respect to how we bring demand generation programs to market. This year was about pouring the concrete foundation for the DC through several micro-initiatives that included, but are not limited to, re-engineering our lead management processes, installing/configuring a marketing automation platform to support trigger-based, multi-touch campaigns, introducing basic lead scoring and nurturing (email and tele), and testing/developing several prototypes of "plays" for launch in Q1'12 that will provide the model for repeatability required to scale and provide a decent ROMI on future marketing initiatives.

This was a year of change underpinned by a gaggle of change management initiatives in my area designed to drive us to a new level of performance across VoC (introducing a framework/methodology for integrating VoC, MI, CI and A/R to enable Insight Marketing and accelerate Level 3’s Go-to-Market Process), Demand Generation (developing an innovative model for improving and scaling our demand generation efforts, known as the Demand Center, powered by a new, marketing automation platform and prototypes known as "plays"), and Marketing Communications (launching a workflow management tool that has enabled an unprecedented amount of transparency into Marcom's operations and led to greater efficiency and by the end of this year, tighter SLAs). I'm especially proud of my team's showing in the company's Strategic Alignment Survey, which quantified a high level of engagement, optimism and commitment across my team.

Corey is nominated by A. R. Brache