
Brand strategy and business development for social movements
Washington D.C. Metro Area

Brand strategy and business development for social movements
Washington D.C. Metro Area
As a consultant and coach, Ann Oliveri helps mission-driven entrepreneurs, organizations, and communities become engines of knowledge and learning, problem-solving and innovation, social change and wealth creation.
Solid record of achievement growing power and influence of nonprofit organizations serving real estate and construction executives, design professionals and financial institutions.
Strengths include collaboration with board and senior management, integration of marketing and communication programs, and strategic new business development.
Organizational, business, and leadership development.
Strategic marketing, communications, and branding.
Multisector collaboration for economic, environmental, and social ROI.
(Self-Employed; Myself Only; Executive Office industry)
October 2007 — Present (1 year 3 months)
Ann Oliveri helps mission-driven entrepreneurs, organizations, and communities become engines of knowledge and learning, problem-solving and innovation, social change and wealth creation by:
--Aligning interests through business strategy and integrated marketing communications;
--Synchronizing grassroots leadership and project teams through visioning, branding, and culture; and,
--Creating new platforms for shared responsibility, connecting corporate, government, and civic leaders to mobilize Power for Good.
(Non-Profit; 201-500 employees; Non-Profit Organization Management industry)
August 1992 — September 2007 (15 years 2 months)
Responsible for branding, media relations, corporate communications, leadership and strategic development for premier individual membership organization serving commercial real estate industry. Aligned interests for developers to fight sprawl, promoted public-private partnership, and built network of local and allied organizations.
(Non-Profit; 51-200 employees; Non-Profit Organization Management industry)
May 1991 — August 1992 (1 year 4 months)
Responsible for affinity marketing, licensing, nondues revenue development. Managed research, creative, and marketing services for $38 million trade association with 156,000 members, 750 chapters, and 300 staff. Participated on management team launching new trade show and supplier training.
(Public Company; 201-500 employees; Non-Profit Organization Management industry)
August 1985 — November 1990 (5 years 4 months)
Managed marketing/sales staff of 18 producing one-third of all revenue for professional society with 56,000 members, 300 chapters. Wrote business plan, launched $1 million commercial publishing venture, and achieved five-year financial targets. Tripled sales in bookstore, mailing lists, and gift items; doubled publication sales to $5 million; doubled paid magazine subscriptions. Created telemarketing program and stemmed erosion in new sales of technical reference service to produce 90% of new sales and increase net revenue 30%. Repositioned trade show: conducted market research; created user group; and trained exhibitors. Doubled exhibitor retention rate of this 80,000 sf show.
MBA, Marketing, 1981 — 1985
BA, Journalism, 1969 — 1973
Triple bottom line. The nature of community. The zen qualities of leadership. Civic entrepreneurship. Corporate citizenship. Organizational culture. Communities of practice. Cause-related marketing. Business planning for movements. Brand storytelling. Pragmatist philosophy. Slow food. Turkish rugs and textiles. Travel and cities as means for cultivating trust and tolerance.
ASAE and Center for Association Leadership; Urban Land Institute; George Washington University School of Business Alumni; REAP-Real Estate Associate Program
Fellow, ASAE, 2006.
CAE, 1998.
Winter 2008, Journal of Association Leadership, "Shared Leadership"
Winter 2005, Journal of Association Leadership, "New Ways of Associating"
December 2003, Association Management cover story, "Recalibrating Normal"