Aaron Nilsson

I lead an amazing team. We build lots of things that get the compliment of being copied by the industry. We quadrupled digital in under 5 years. We make technology as good as our pizza.

Carhartt.com

• In this marketing role, I own the end-to-end Digital User Experience for Dominos.com. Across our many digital platforms we do more than $2 Billion in sales a year. • I oversee taking multiple high profile projects from concept to completion. I lead cross departmental groups that all need to come together to get a great product out the door. I work to keep senior management proactively well informed of status and aware of the ebb and flow in the project roadmap and backlog. On a typical project, this might mean coordinating work in the following areas: Mobile Development, Training, In-Store Technology, e-Commerce Development, Marketing, Advertising, platform development, QA, Infrastructure, and our Technical Support Call Center. I find the key to success is usually excellent communication. Taking the time to match your communication style to your audiences solves many issues, especially when it comes to technical content or industry jargon. • I manage the design process and deliverables including user flows, wireframes, prototypes, functional/business rules and requirements to effectively conceptualize and communicate user experience design strategies and detailed interaction behaviors across platforms and devices all the way from the original concept, through the ad agency (CPB), through the development cycle, and out into the production environment. • I work with our web analytics group to implement a robust set of A/B tests to continuously optimize the site for conversion, ticket, and overall user satisfaction. • I have historically been a strong advocate for all things mobile and now have the analytics reports to back up my passion.

• In this IS Role, as a Product Owner I lead a team of FTE’s and on shore and off shore contractors to manage the design, requirements, and backlog development for the desktop and mobile applications that run Domino’s “Pulse” (our global Point of Sale, Back Office, and Store Operations software currently running in more than 10,000 stores in 37 countries). • I work directly with the leadership team that approves the digital strategy and vision of our products by continuously cultivating and pitching product ideas that ultimately form the master product backlog. • I continuously meet and partner with our key internal and external customers in a complex and often political environment. (Key Franchisees, CIO, CMO, Chief Digital Officer, VP of development, and everyday users of our software) • I designed a “Request through Release” agile process management system and converted a team of 27 developers and architects to the system.

• In this IS role, I lead the group that does project management, requirements, and UX, for all of Domino’s digital ecommerce properties. We are ranked in the top 10 globally for highest volume of ecommerce transactions. We maintain an almost perfect 5 star rating in iTunes and Google Play and frequently we are the highest rated and most downloaded app in our category. • I act as the liaison to our internal customers and am the “voice of the online customer” in our agile development group. • I won the company’s highest award: A “Reppy” Award

• In this agency, I managed the Corporate and Corporate Responsibility sections of General Motors website (Environment, Safety, Community, Diversity, Fuel Cells, Electric Drive, and News). This was the majority of the pages on gm.com at that time. • Working directly with communications, PR, and marketing leaders at General Motors, we set digital strategy and shaped the content and functionality in our sections of the website.

In the Marketing Communications department I managed the web site for the Medical Informatics division of Thomson. Major efforts were focused on fundamentally changing the way we attempt to explain and sell our products and services online and the multimedia components that correspond to that effort. Significant efforts were focused on modernizing our infrastructure with a content management system and online lead generation capabilities. In addition, I introduced the concept of metrics and fought (and won) the battle to use our new metrics data to determine ROI on current marketing plans and reshape our future marketing plans.

• Responsible for all marketing strategy and implementation. • Managed contractors and vendors. • Managed the company’s ecommerce function on shopvsc.com • Developed and implemented online and offline marketing campaigns that successfully increased average ticket, order frequency, and category sales. • Launched an education/marketing site that supported the company’s ecommerce effort by teaching customers on how to use our technology.

Working as a Designer/Art Director we developed B to B and B to C e-commerce sites and enterprise level applications. Additional efforts were focused on re-branding the company and updating marketing and sales materials.

I launched a startup in the “olden days” of the internet (1998). It was called USGolfer.net. It was an early take on connecting all golf courses in the US with one portal site, laying the groundwork for a coast to coast online tee time reservation system. We were sustaining 25,000 users a month in the golf season and peaked with about 38,000 unique visitors before learning our lesson and moving on to "real jobs" with things like health insurance and reasonable hours. We made enough money to be young, drink beer, and play a lot of golf by doing CD-Rom design and development work for the NCAA and stable of local businesses under the name GreenWorks Media.