Julianne Markow

Experience

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  Construction, Marketing, and Trading

  Jan 1988 - Jan 1989

  Associate

  During my final semester of graduate work in Soviet/Russian studies at Columbia University, I took a class on US-Soviet trade, which inspired me to explore business as a tool for diplomacy and promoting better understanding across cultures. Upon graduation I secured a position at CMT, a new small business that was taking advantage of easing relations between the US and what was then the USSR to promote US construction related products in the USSR. This role allowed me to travel multiple times to Russia, to use my Russian language skills, and to learn more about what drives business. In the course of my 18 months with the organization, we built a few diplomatic bridges and helped each other understand our similarities as much as our differences. It also increased my understanding of the power of business to make a difference and do more than just make money.During my time at CMT, I coordinated business meetings between US and British corporations and former Soviet construction ministries; acted as liaison with Soviet partners; and acilitated in-country meetings between parties. Show less

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  Sara Lee Corporation

  Jan 1992 - Jan 2000

  Director, Strategy and Financial Planning; Marketing Communications; Corporate Development

  I joined Sara Lee in the early 1990’s when the Easter Bloc countries were opening up to foreign trade. I was excited by the opportunity to promote greater understanding between nations through international trade, a continuation of the work I had done at CMT and as a graduate student at Columbia University. I was also attracted to the company’s strong commitment to developing and supporting women; during my many years at Sara Lee I benefited from formal training and informal mentoring by some amazing women leaders.While at Sara Lee I held a range of positions. Areas of practice and expertise include:Corporate DevelopmentStrategic PlanningMergers and AcquisitionsFinancial PlanningMarketing Communications (including advertising, PR and tradeshows)Investment (Pension) ManagementFinancial AnalysisFinancial modelingForecasting Show less

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  Gateway, Inc.

  Jan 2000 - Jan 2003

  Director, Customer Service; Product Development; Business Development; Supply Chain

  Gateway presented an opportunity for me to work with technology to improve people’s lives. I was excited by the chance to help develop and market cutting edge products associated with “the connected home” and identifying ways to extend computer access to underserved communities. Long before The Nest was real, Gateway’s founder and executive team were seeking ways to make life simpler using technology. Unfortunately, the bursting of the tech bubble short-circuited these efforts and forced the company to focus on surviving an increasingly competitive computer war.During my tenure at Gateway I held a variety of positions:Director, Customer Service and SupportDirector, Product Development (digital media, security, personal finance solutions)Director, Supply Chain FinanceDirector, Business DevelopmentKey words: customer service; tech support; product development; computers; connected home; visitor experience; project management; planning; forecasting; financial analysis. Show less

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  The Rumpus Room, LLC

  Jan 2003 - Jan 2006

  Founder and CEO

  I’ve always loved children. Since my early days as a babysitter at the age of 12, I’ve been fascinated by watching children play, explore, learn, and grow. (Not to mention that there’s nothing like a hug from a toddler.) Creating TRR allowed me to combine all of my skills to create a child-focused business that addressed a need articulated by many parents: a safe, educational, convenient, and entertaining place to leave children when a babysitter is not an option. In the process of creating and launching TRR I learned a great deal about government regulations, parental psychology, and the importance of “the right location” for a successful retail venture. I also enjoyed more than a few fantastic hugs.In my capacity as founder, I created the business to provide flexible, hourly child care based in large, regional shopping malls. As such I developed a business plan, raised capital from independent investors, negotiated lease, secured all necessary permits and licenses, wrote and implemented all policies and procedures; designed and executed marketing and sales programs; handled all bookkeeping and finances; and managed a staff of eight.Key words: project planning; business development; entrepreneur; capital planning; licensing; start-up; executive leadership; human resources management; venture capital. Show less

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  San Diego Museum of Art

  Jan 2006 - Jan 2011

  Chief Administrative Officer/Deputy Director of Operations & Finance

  The role of COO at a museum was perfect for me. I grew-up visiting museums, had studied art history, and planned my vacations to include at least one museum visit. Working with the talented team of curators and educators was rewarding and educational. As COO, my goal was to optimize the efficiency and effectiveness of the operations in order to maximize the resources available to deliver the museum’s mission. In this way I shared my love of museums and my belief in the power of art to improve lives in our community.My responsibilities included:Management Finance/Accounting, Facilities/Maintenance, Security, HR, Retail, Visitor/Volunteer Services, Legal, and IT. Managed 8 direct reports with departments totaling 28 FTE’s. Served as staff liaison for 6 committees of the Board. Led risk management with support and coordination of external legal counsel. Served as interim co-Director from September 2009 to September 2010. Key initiatives included:• Initiated new strategic plan. Led staff and Board. Interviewed stakeholders. Coordinated work of outside consultant. Prepared final strategic plan, including financial forecasts.• Managed a $600,000 multi-site exhibition. Acted as liaison with Foundation that provided funding. Coordinated all activities between four venues. Delivered project under budget and with higher than projected revenues.• Supervised completion of two major facilities projects funded by the City of San Diego: installation of a new roof and replacement of the historic façade. Worked with City staff and contractors to ensure timely completion of projects with minimal disruption to the institution. • Managed major security infrastructure upgrades to the intrusion detection and fire alarm systems with total investments of $500,000.• Evaluated, redesigned, and implemented a new compensation/benefits program that systematized the compensation system, reduced costs, and provided competitive compensation and high quality benefits. Show less

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  Fine Arts Museums of San Francisco

  Jan 2011 - Jan 2011

  Chief Operating Officer

  I was drawn to the Fine Arts Museums by the chance to lead these two terrific museums to their next stage of growth and professionalism. This role presented an opportunity to bring fresh ideas and best practices to one of the country’s leading institutions. In this position I:Managed the business operations of the two museums. Initiated projects to enhance organizational effectiveness and provided thought leadership to senior team. Directly supervised Finance and Accounting, Security, Facilities and Maintenance, Information Technology, Human Resources, and the Museum Store. Key words: chief of staff; financial management; strategy; board management; investments; reporting; performance management; organizational effectiveness; visitor experience. Show less

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  The New Children's Museum

  Jan 2011 - Jan 2015

  Chief Executive Officer/Executive Director

  At The New Children’s Museum I was able to merge my love of art, museums, and children. As an institution dedicated to providing a joyful environment where children can think, play, and create, NCM—and its amazing team—filled each day with smiles. Together we made tremendous strides in building one of the country’s leading children’s museums. During my tenure, attendance grew to record levels, earned revenue practically doubled, the donor base expanded, memberships grew 100%, and we received multiple prestigious national and local grants. The museum launched innovative community access and engagement programs, including pARTners in Creativity and Mass Creativity Day, both of which serve as models for other organizations seeking to expand their influence in their communities. Best of all, we provided enriching, educational, and joyful experiences for children and families from all parts of our community, the country, and even the world.Oversaw all aspects of the Museum’s operations: Board relations, development/fundraising, operations, administration, finance, marketing, education, and exhibition planning. Supervised 5 direct reports; total staff included 25 full and 30 part time employees. Budget was $3.2 million.• Drove 32% growth, including 42% and 28% increases in earned and contributed income, respectively.• Built an endowment of $3+ million.• Grew donor base at all levels, including 80% for entry-level and 38% at higher-end.• Won prestigious national grants from IMLS, NEA, Hearst Foundation, and James Irvine Foundation, representing more than $400k.• Led the creation and implementation of a 3 year strategic plan that repositioned the Museum, driving growth of revenue and reputation.• Collaborated with Board to recruit, train, and engage ten new board members. • Inspired creation of signature community outreach programs resulting in broad collaborations with social service agencies.• Built a culture of trust and collaboration among the staff Show less

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  Wherefore consulting

  Jan 2016 - Jan 2017

  Principal

  Results driven by values.At wherefore consulting, we help businesses drive growth and profitability by strategically aligning their corporate social responsibility and environmental, social, and governance efforts with their values and business goals. We take a three-step approach with our clients:♦♦ Evaluation and Benchmarking ♦♦This is the first step toward creating a strategic CSR program. Through a detailed analysis of the existing business and CSR practices, wherefore consulting will identify opportunities and challenges for building a more strategic CSR program within the organization. This evaluation will be presented in the context of the community where the company operates and in comparison to efforts undertaken by competitors and other leading companies in the region.♦♦ Opportunity Identification and Plan Development ♦♦Using the Assessment as the foundation, wherefore consulting will identify specific opportunities for the company to upgrade its CSR efforts. These recommendations will be tied to the strategic business objectives of the company and will include actionable plans with anticipated outcomes, estimated timelines, and proposed metrics.♦♦ Implementation and Optimization ♦♦This is where the rubber meets the road. You’ve got a great plan and your team is excited to get going. But, if the plan is not well implemented, you’ve wasted time and money. To maximize the payoff on your company’s new strategic approach to CSR, wherefore consulting will help manage the implementation.Why we do this work:"Rather than being concerned solely about making a profit, values-based leaders seek to make a positive impact on the world. To achieve that, the two essentials are:1. Have the courage and guts to lead with your values; and2. Realize you have a responsibility to change the world."~~Harry M. Kraemer, Jr. "From Values to Action" Show less

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  Voice of San Diego

  Aug 2017 - now

  Chief Operating Officer

  Manage the business operations of nonprofit digital news organization with 18 employees and $2.3 million budget. Oversee fundraising, finance, community partnerships, events, human resources, and marketing. Led new branding initiative; created marketing campaign to expand VOSD’s audience. Managed most successful execution of annual public affairs summit, Politifest. Publish popular schools guide, distributed to 50,000 readers. Implemented annual performance review program. Spearheaded diversity and inclusion initiative. Show less