CopperHill Consulting Expands Sales Team with Hire of Karen Evans

Karen Evans is the latest Senior Account Executive to join the growing CopperHill Consulting team. Her primary focus is executing CopperHill’s sales strategy among consulting services and cloud-based products.  In addition to generating in new business, she will work across existing accounts alongside the account managers, to ensure CopperHill maintains a healthy and strategic relationship with its customers.

Evans’ prior knowledge of the technology industry is just one of the many reasons why CopperHill is excited to welcome her to the team. She brings extensive relationship management experience, specifically in the tech sector, to her new role at CopperHill.

“Karen’s ability to build and maintain long-term relationships is something that is very valuable at Copperhill. This is a core value for us, not just toward our customers, but among fellow employees and our strategic partnerships with Salesforce and AWS,” says Tyler Wax, Co-Founder and Managing Director of Sales and Marketing at CopperHill Consulting.

Part of what drew her to the company is the entrepreneurial spirit of CopperHill employees. “Even though I am a new hire, I feel like my opinion matters and is valued. I like that the Partners are directly involved with clients, no matter how big or small the project is. That’s impressive to me,” Evans explains.

Evans also understands the breadth and depth of products and services that CopperHill can offer to clients. She does a great job of identifying gaps, in our customers’ processes or technology stacks, and understands how CopperHill can step in to fill those gaps.

“I am really impressed by the team’s level of expertise. It makes me feel confident in their capabilities when working with clients. I like that CopperHill is able to deliver enterprise-level expertise to all of its customers, particularly since many of the consultants led teams in Fortune 500 companies,” Evans says.

When she’s not helping CopperHill grow, she enjoys spending time with her husband and two children. She’s also a talented musician who majored in Piano at West Chester University.

About CopperHill Consulting

CopperHill Consulting helps companies use technology to create better, smarter, and more efficient solutions to address their business challenges and enable them for organizational success. CopperHill is a Salesforce Consulting Partner and AWS Select Tier Partner located in Philadelphia, PA, specializing in a variety of products, integration, business intelligence and analytics, mobile solutions, and web development.

Winning as an Executive Search Candidate

For more than 40 years, Howard Fischer Associates has helped leaders to secure executive positions in companies where they will thrive over the long term. During that time, we’ve worked with a range of experienced and successful candidates, those who have proven themselves to be valuable assets in the workplace. Being a successful job candidate is very similar to being a successful business person. It requires preparation, strategic thinking, and a vision for the end game. Whether you see yourself as an active or a passive candidate, if you agree to an interview you need to go in prepared. It is well understood that that means reading up on the company and the interviewers so that you can come across informed. What is less well understood, is that a candidate also needs to have a strategy going into the discussion and a game plan for subsequent rounds of interviews.

A candidate strategy such as this has three vectors. The first vector defines what you want to learn in each meeting in order to decide if you want to invest additional time in follow-up discussions. Think through what is most important to you as a candidate and what it is that would make a real difference to you in terms of your career satisfaction. Understand your own motivation for taking the meeting.

What does this new company and opportunity represent that your current company does not?  A better company culture? A stronger and more defensible market position? Accelerated company growth trajectory? Expanded responsibilities? Material increase in compensation? If you understand your own motivations, then you can ask better, more pertinent, and more strategic questions.

This strategy applies to every meeting, from the initial conversation with the recruiter, to the final discussion and offer presentation by the hiring executive. Taking this to heart, it behooves you to better understand who you will be meeting in an interview so that you can ask questions best suited to their role and experience. Certainly, some questions span across functions, but to ask the same questions of every executive neither projects innovative nor strategic thought. Depending on who you are speaking with and where you are in the process, “what you want to learn” changes.

The second vector is the personal impression of your brand that you want to leave the interviewer with when the meeting is over. Similar to tailoring your questions to suit the interviewer, your strategy around the impression you want to leave also needs to change. If you are speaking to the CEO, you might want to be sure to project strategic thought, success, executive presence, and leadership. Alternatively, if you are speaking to a potential peer, you want that individual to leave your meeting thinking, “I can enjoy working with this person. They are a subject matter expert in their discipline, and I can see them fitting positively into the culture of the company.” Specific to the audience, think through what is important to them and prepare your presentation on how you specifically satisfy that requirement.

The third and final vector of the strategy is to think through which aspects of your background the interviewer might be most interested in. What would be most relevant to them in your background either professionally, experientially, or culturally as they assess your fit with the job and the team. Think through the requirements of the role and the business problems that you will be asked to solve. How do these demands affect your interviewer personally and what have you done related to that that you can share to garner his support? Come up with specific examples beforehand and consider how you want to present those examples with clarity and conciseness. Get ahead of your interviewer and minimize the need to improvise under pressure.

In closing, whether you ultimately accept an offer or not, your candidate strategy will help you gather the right details and facts about the company so that you can make an informed and rational career decision. Own your participation in the process. Be strategic. Control the outcome.

For more best practices as a candidate seeking a new role, please contact me at or 215.568.8363.

Brad Frank, Partner