2x Chief of Staff · GTM Executive · Founder

The strategic right hand who turns executive vision into operational reality.

I'm Nisha Parikh. For 20+ years I've worked with Founders, CEOs, and Executive Teams to run the operational rhythm, unify the data, drive strategic initiatives, grow global organizations, and create structure where there wasn't one.

As a two-time Chief of Staff, a founder who has built and sold a company, and a GTM executive who has managed a P&L of up to $500M+ and teams up to 50+, I bring executive-level judgment to every challenge, working behind the scenes to keep the leadership office and the organization in lockstep.

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The founder-operator advantage

Not a coordinator. An owner.

Most Chiefs of Staff manage from a calendar or a slide deck. I partner from an operational seat—I've made payroll as a founder, carried revenue targets as a GTM executive, and kept a 4,000-person organization aligned through a merger.

From that seat, I collaborate across Finance on budgets and forecasting, HR on org design and headcount planning, and Operations on execution rhythms. That breadth lets me spot blind spots, translate board-level mandates into departmental reality, and govern with the executive presence and high EQ needed to influence without authority.

The Chief of Staff Mandate

Four ways I've created leverage

01Strategy → Operating System

Operationalize strategy into execution

Strategy stalls in translation—leaders agree on the direction, but no one maps the work. I turn strategic goals into defined workstreams with owners, task-level rigor, and interdependencies across teams, partnering with Finance on budgets, forecasts, and resource allocation. At Alianza, I built the operating system for a 200-person commercial org in two weeks and designed the '27 plan across seven functional leaders and a $75M budget.

02Silos → Alignment

Unify cross-functional execution

High-stakes initiatives stall when departments work from separate priorities and information. I align leaders through clear communication, shared milestones, and single-threaded ownership—resolving conflicting priorities before they escalate to the executive team. That alignment ensures company-wide priorities stay on schedule and actually cross the finish line on time.

03Data → Decisions

Turn fragmented data into daily visibility

Without unified metrics, leadership teams operate on assumptions and lagging indicators. I architect centralized reporting systems that pull together fragmented data across disparate tools. By transforming disconnected numbers into board-ready reporting and clear daily intelligence, I ensure executive teams, boards, and investors always have the facts required to govern the business with confidence.

04Executive Capacity → Org Scale

Multiply executive reach and absorb operational friction

Rapid scaling inevitably creates critical gaps where leadership presence is urgently needed. I step into those vacancies with high EQ and owner-level judgment—stabilizing a 10-person team through transition, partnering with HR on org design and headcount planning, stewarding high-stakes client relationships, or representing the office in key forums. By carrying that operational weight, I ensure the business maintains momentum while leadership stays focused on long-term strategy.

Career arc

Twenty years, one through-line

Open any role to see key highlights.

2026—Present

Chief of Staff, Global Commercial Organization

Alianza

Global commercial organization · 200 people

—Built the operating cadence for a 200-person global commercial organization within the first 2 weeks, establishing QBRs, leadership meetings, skip-levels, and business reviews.
—Program-managed the company's largest product launch in 3 months, aligning 75+ cross-functional stakeholders around the organization's first end-to-end GTM plan.
—Led a working group to build the first centralized business performance data room within 60 days, consolidating 12–17 disparate systems and manual files — shifting executive reporting from 1–2 weeks to daily visibility.
—Designed the '27 business-planning process for the global commercial organization, spanning 7 functional leaders and a $75M budget.
—Managed executive engagement across 25 Tier 1 customer relationships alongside the CGO and Sales Leaders, translating commitments into clear owners, actions, and follow-through.
—Stepped in on day one to lead a 10-person marketing organization for 4 months, maintaining business continuity and priority initiatives.
—Led executive keynotes for the ELT, delivering the new-product launch narrative and reveal video for the company's largest user conference.
—Serve as the strategic advisor to the CGO, anticipating executive priorities and driving decision support, alignment, and execution across Sales, Marketing, Customer Success, Professional Services, and GTM Operations.

2024—2026

VP, Marketing & Advisor

Briefly

AI-enabled global growth · multi-brand portfolio

—Owned global marketing strategy and execution across a multi-brand, multi-entity portfolio of professional services firms ($10M–$115M+ EBITDA), leading two distinct GTM motions — B2B demand generation and DTC-style acquisition — aligned to brand, pipeline, and revenue growth.
—Led and scaled a multidisciplinary team of 4 directors plus creative, content, marketing ops, and PR — operating as a centralized, high-performance marketing organization driving measurable outcomes across all firms.
—Generated 1,000+ MQLs that led to $3.5M in marketing-attributed B2B revenue through full-funnel lifecycle programs, demand gen, and sales enablement, while driving $15M in new DTC revenue through recruitment marketing and $6.3M in B2B cross-sell through referral and practice success programs.
—Implemented AI-powered marketing tools and agents to increase efficiency, enable lean teams, and accelerate execution across global regions.
—Built end-to-end GTM reporting and executive dashboards spanning brand, full-funnel pipeline, CAC, conversion, retention, and revenue attribution — providing leadership real-time visibility into performance, efficiency, and EBITDA impact to guide investment and scaling decisions.
—Operated as a trusted executive partner to CEOs and Managing Partners, translating business goals into measurable marketing and growth outcomes across all firms.

2023—2024

VP, Growth & Partnerships

InnovaCare Health

$14M P&L · 52-person team

—Owned the full sales and marketing strategy across 44 clinics and 10 brands serving B2B and B2C audiences — overseeing a team of 52, a $14M P&L, and all demand generation, retention marketing, PR, content, and revenue operations.
—Scaled month-over-month revenue by 100%+ year over year by aligning sales and marketing to revenue targets, restructuring roles, and implementing process improvements that drove 700 new patient acquisitions per month.
—Redesigned the full-funnel demand generation and conversion strategy, reducing CAC from $682 to $195 while implementing a 25% budget reduction (~$19M to $14M) — proving disciplined strategy and improved targeting outperform bigger spend.
—Delivered monthly and quarterly reporting to investors and the Board of Directors on pipeline performance, revenue growth, churn reduction, and marketing ROI, tying all marketing activity directly to financial outcomes and EBITDA impact.
—Designed and led a cross-functional retention strategy aligning marketing, clinical operations, patient experience, and analytics around a shared accountability model — driving an 18% reduction in patient churn within six months.

2021—2023

VP, Marketing & Partnerships

Poppins Health

$4.6M qualified pipeline in nine months

—Built the entire marketing function from scratch for a post-seed health insurance platform, owning brand, demand generation, product marketing, content, and partnerships across B2B, B2B2C, and B2C audiences.
—Developed and launched the full go-to-market strategy, customer journey, and product positioning for MVP offerings, testing and validating across three key markets through market research, prospect interviews, and continuous iteration.
—Generated $4.6M in qualified pipeline and $430K in closed-won revenue within nine months through integrated omnichannel campaigns, thought leadership, and event marketing — plus $500K+ in closed-won through broker and payor partnerships.
—Led end-to-end customer experience and onboarding, achieving 75% adoption within 30 days.
—Owned content strategy and campaign execution across paid social, search, display, and SEO, continuously iterating creative and messaging based on performance data to optimize conversion across channels.

2020—2021

VP, Global Brand Marketing

Overhaul

Series A to B · US, LATAM & APAC

—Owned the full marketing function across the US, LATAM, and APAC — building the team from a single contractor to a 7-person organization spanning demand generation, content, PR, events, and in-house creative while managing a $550K budget.
—Generated a $2.6M top-of-funnel pipeline in seven months through integrated campaigns across paid, owned, and earned channels, partnering with Sales to convert 15% of enterprise deals within four months.
—Owned brand positioning, architecture, and messaging frameworks, aligning all go-to-market narratives to priority segments and ICPs — building a cohesive, scalable brand that earned Gartner Challenger status and placements in Fortune, The Economist, and Inc. 5000.
—Served as a key marketing leader in the Series B raise, developing investor messaging, content, and PR strategy alongside the CMO to support a successful capital raise.

2018—2020

VP, Marketing & Partnerships

Strathspey Crown

Fourth employee · CEO strategic partner

—Joined as the fourth employee and strategic right hand to the CEO, owning sales, marketing, growth strategy, partnerships, and go-to-market execution across a portfolio of health, wellness, and aesthetics brands with a $150K P&L.
—Generated a $13M pipeline in 12 months, closing $5M in contracts — including landing the company's largest enterprise customer within two months of outbound launch.
—Built and executed a full-lifecycle demand engine spanning acquisition, onboarding, engagement, and retention — driving zero new-member churn over 18 months and 45% product adoption within 12 months.
—Developed and scaled B2B partnerships across physicians, providers, and corporate wellness buyers, collaborating directly with the CEO and Finance on pricing, packaging, and revenue strategy to optimize deal economics.

2016—2019

AVP, Marketing

United Capital

Acquired by Goldman Sachs for $750M

—Hired as the senior marketing leader with no CMO in seat, owning brand, demand generation, product marketing, and marketing operations across a $2.5M budget with full accountability for pipeline, revenue, and ROI.
—Launched and scaled FinLifeCX, a B2B white-label fintech product — building the go-to-market strategy, sales enablement, and integrated campaigns that generated $1M+ in revenue within one year.
—Led marketing technology transformation, migrating CRM from HubSpot to Salesforce and onboarding a new sales and marketing stack — improving data integrity, lead management, and end-to-end funnel visibility.
—Drove an enterprise-wide rebrand and M&A-ready communications that positioned the company for a $750M acquisition by Goldman Sachs — while scaling the creative and demand team from 1 to 5.

2006—2016

Chief of Staff & Marketing Leadership

Wells Fargo

Five progressive roles · two Chief of Staff seats

—AVP, Consumer Credit & Lending Marketing (2015–2016): Led full-lifecycle product marketing from ideation through campaign strategy, execution, launch, and performance reporting — partnering with Amex and Visa on new product initiatives driving share-of-wallet growth.
—Chief of Staff & AVP, Marketing (2011–2014): Served as strategic advisor to the CMO, anticipating executive priorities and driving decision support, alignment, and execution across Marketing while building and maintaining BAU operating cadences.
—Chief of Staff & AVP, Marketing: Led post-merger organizational transformation alongside the CMO, scaling Corporate Marketing from 75 to 4,000+ team members.
—Chief of Staff & AVP, Marketing: Owned BIPOC integrated marketing strategy and execution, building strategies that deepened community trust and brand relevance.
—Chief of Staff & AVP, Marketing: Built the centralized agency management function and managed a $500M+ marketing budget across all paid, earned, and owned media.
—Chief of Staff — Community Bank Marketing & Sales (2008–2011): Oversaw business operations for sales, marketing, HR, reporting, finance, customer escalations, and operations across 50+ retail stores and 650+ employees.
—Chief of Staff — Community Bank Marketing & Sales: Led post-merger operations including employee transitions, external brand integration, and executive-level coordination.
—Rose through five progressive roles over a decade, beginning as Teller and Personal Banker (2006–2008).

Track Record

Key accomplishments

Alianza

Operating Infrastructure

Installing an operating cadence and executive visibility in 60 days

Stepped into a 200-person global commercial organization to build the operating rhythm across the Americas, LATAM, and EMEA within two weeks. Consolidated 12–17 fragmented systems into a centralized performance data room, moving executive reporting from a multi-week lag to daily visibility, and guided seven functional leaders through annual planning across a $75M budget—aligning headcount plans and financial forecasts with executive priorities.

United Capital

Brand & Market Expansion

Elevating enterprise authority ahead of a $750M acquisition

When investors identified that reaching an exit required higher market visibility and an expanded offering, stepped in to execute that growth thesis. Led the enterprise rebrand, launched FinLifeCX to generate $1M+ in year-one revenue, and migrated CRM systems to Salesforce—building the category presence and operational readiness that supported the $750M acquisition by Goldman Sachs.

InnovaCare Health · Bain Capital

Capital Efficiency & Growth

Slashing CAC 71% while reducing operating budget 25%

Partnered across 44 clinics and 10 brands under private equity ownership to restructure acquisition and retention economics. Reduced customer acquisition cost from $682 to $195 while absorbing a 25% budget cut, sustained 700 new patient acquisitions per month, and reduced churn by 18% in six months—providing monthly visibility directly to leadership and the board.

SDRDefenders → Pavilion

Founder Stewardship & Exit

Building from zero to acquisition by Pavilion

Bootstrapped and scaled a specialized community and services company from the ground up, managing everything from brand and community engagement to commercial operations. Navigated the full transaction lifecycle through acquisition by Pavilion, integrating the business into the premier global executive network.

Wells Fargo

Post-Merger Scale & Governance

Supporting post-merger integration from 75 to 4,000+

Served as strategic partner and Chief of Staff in the Corporate Marketing organization through a major post-merger integration. Built centralized agency management capabilities, partnered with HR on employee transitions and change management, established consistent operating cadences as the team scaled from 75 to 4,000+ employees, and supported governance across a $500M+ marketing budget.

3 exits + 1 M&A

Exits:

•United Capital → Goldman Sachs ($750M)
•SDRDefenders → Pavilion
•InnovaCare Health

M&A:

•Wells Fargo → Wachovia

2x Chief of Staff

8 years of experience:

•Wells Fargo · Enterprise Marketing Office
•Alianza · Global Commercial Office

Early Stage to Enterprise

•Proven leadership across $100K to $500M+ P&Ls
•Scaling organizations from a team of one to 50+

In their words

Endorsements

“I can only describe her as a next-generation CMO/Strategy leader—impressive abilities to assess, adapt, gain respect from all levels; persuade the right course of action, genuinely caring about people and the company's growth and financial success simultaneously. Infectiously positive and highly intelligent, you leave meetings having learned something new because of how Nisha thinks.”

James Brett · Co-founder & CEO, Healthtech Benefits Solutions

“As a new member of the leadership team, Nisha created (and chaired) quick ideation sessions around key projects—from the Annual Report to complex partnership proposals. Her focus on internal partners, and the expectations of customers, invited broader perspective, quick collaboration, and more client-focused solutions without a trace of bureaucracy! She's a remarkable asset to any team.”

Brad Davis · AdAge Top 100 · CMO of the Year, U.S. Banker · Retail Marketing Hall of Fame

“In my experience in startups, you find people who are good at executing or who are strong with a vision—it's incredibly rare to find someone who is not only capable, but strong in both areas. Nisha is that rare person. Nisha has the ability to level herself up to discuss broader corporate vision, then internalize it and get granular to implement initiatives that drive toward that broader goal.”

Josh Roth · International Revenue Leader · Part of two exits

“Nisha is the type of colleague to always (and I really do mean always!) raise her hand to offer assistance, take a lead on a project—no matter how big or small—and be a sounding board. Nisha was the heart of our team, and it is because of her desire to create connectedness that our team was highly functional and successful.”

Monica Tuy · Growth & Marketing · Wells Fargo

“Nisha is one of the most engaged and 'go-getting-est' colleagues I ever had. Her level of precision and attention to detail was off the charts. There are many programs and projects that wouldn't have been as successful without Nisha working on them and helping to collaborate with business partners.”

Lisa D. Dunwell, PMP · Senior Marketing & Creative Project Manager

“Nisha is a wonderful mentor. She is thoughtful and kind, very knowledgeable about trends, new companies, and emerging ideas. She gives great advice and is not afraid to push you out of your comfort zone. Nisha is a clever businesswoman, go-getter, and can build and elevate brands to new levels.”

Meredith Pong · Chief of Staff · Growth, Product, Marketing · Oxford MBA · Harvard

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