I build high performance teams and operations at early and mid-stage companies. I am currently General Manager at Clarifai, a maker of deep learning visual recognition software. Before that, I led operations at Sailthru, helping to drive outsized revenue growth, international expansion, and operating efficiency and alignment across all the functions. I am an advisor to Glassful,
I build high performance teams and operations at early and mid-stage companies. I am currently General Manager at Clarifai, a maker of deep learning visual recognition software. Before that, I led operations at Sailthru, helping to drive outsized revenue growth, international expansion, and operating efficiency and alignment across all the functions. I am an advisor to Glassful, SeamlessDocs, Raised.By.Us, and CleanTechIQ.
General Manager @ From May 2015 to Present (6 months) Greater New York City AreaFounder @ Building high performance leadership and operations at early and mid-stage companies. From January 2015 to Present (10 months) COO @ At Sailthru, I focused on corporate strategy, business development and alliances, marketing, finance, HR, and excellence in execution across all facets of our organization. Accordingly, the heads of those functions reported into me. An important part of the role was providing clarity on the company objectives, measuring performance against those objectives, and ensuring alignment between all departments and the individuals in those departments.
In 2012 and 2013, I jointly held the CFO and COO titles, given my deep background in finance and accounting, which were instrumental as we raised $39M in two years. When serving in the dual role my responsibilities were equally balanced.
As Sailthru grew, my focus was entirely on cultivating a data-driven organization from the inside out, which meant working more strictly on operational elements, such as proper scaling, leadership of company-wide strategic initiatives, hiring the right people, developing new partnerships and alliances, and ensuring we made the right investment decisions. From June 2012 to December 2014 (2 years 7 months) Managing Director @ As Managing Director of our division of The Financial Times Group, I was functionally the CEO of our business unit. Sales, marketing, client services, and technology reported in to me as we expanded our offer into Asia and EMEA. We also expanded our product line to include data analytics and business intelligence. Under my guidance we more than doubled our net income in those four years, experienced top line growth of 75%, and consistently had year over year renewable revenue growth of more than 100%. When I left, our profit margin was 40%. From January 2009 to June 2012 (3 years 6 months) Greater New York City AreaCFO @ Money-Media was an exciting opportunity for me. Not only was it the career move in which I met Neil Capel, the CEO and Founder of Sailthru (my current colleague and leader), but it’s where I learned the business of renewable revenue.
At Money-Media we were selling a subscription-based data, research, and news service, essentially a business intelligence platform. In this role I learned the ins and outs of subscription models, churn, etc. I was hired to lead the finance department and bring strategy and efficiency to the organization. I ended up working diligently to prepare the business for sale and within two years we exited to The Financial Times Group. We sold the business at 14x EBITDA. From January 2006 to December 2008 (3 years) Greater New York City AreaCFO @ Appian was a startup financial services company that did financing for import and export companies. For the most part we worked with companies that were manufacturing products in Asia and needed funding to both produce those products and sell them into the United States.
I was at Appian in the early days - I got in on the ground floor when there was no accounting and no finance team. We were a small firm and I build out the finance group as well as sales and marketing. Eventually the firm’s assets were sold off. From July 2004 to December 2005 (1 year 6 months) Finance Manager @ At Stryker, a Fortune 500 medical devices company, I worked in the orthopedics division on the business side. I worked directly with engineering, marketing, and product leaders to build financial plans and models around the launch of new products. This work included everything from market analysis and pricing strategy to building go-to-market and three year plans. From 2003 to 2004 (1 year) Senior Financial Analyst @ At Quest Diagnostics, a clinical laboratory service provider, I was a business analyst supporting executive team members, such as the CEO, COO, CFO, and GC. I was their business team partner, meaning that I helped to build budgets, forecasts and financial plans for their business units. Accordingly, I helped them manage spending and investment in line with plan. From 2000 to 2003 (3 years)
Bachelor's degree, Accounting @ University of Michigan From 1993 to 1996 David Blanke is skilled in: Strategy, Strategic Planning, Financial Reporting, Forecasting, Sales, Budgets, Process Improvement, Corporate Finance, Accounting, Market Research, Business Strategy, Business Development, Start-ups, Financial Modeling, Scalability, Leadership, Investments, Market Analysis, Business Planning, Analytics, Finance, Business Intelligence, Marketing, Strategic Partnerships, Cross-functional Team..., Business Analysis, Financial Analysis, Management, Analysis, Mergers & Acquisitions, Entrepreneurship
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