Ian C. Dunne in

Ian C. Dunne

Trailblazer · DISC type ID
Chief Marketing Officer & Creative Director at Chappell
📍 Raleigh-Durham-Chapel Hill Area, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
16 Years
Current Role
Chief Marketing Officer & Creative Director
Job Level
Leadership
Location
Raleigh-Durham-Chapel Hill Area, United States
Personality Overview

How Ian shows up

Values Relationships
Friendly But Fast
Persuasive

They will bat for you if they come to believe in you. A combination of speed and relationship gets the best response from them. They prefer to ensure that they are in control of the situation.

Priorities

Topics Ian cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

2-2022
Chief Marketing Officer & Creative Director
Chappell
5-2019 - 2-2022
Vice President Marketing
Chappell
1-2021
Principal + Head of Marketing & Creative
SPICE
1-2011 - 8-2022
Owner + Cinematographer
Ian C. Dunne Films
6-2014 - 5-2019
Director of Communications and Marketing
William Peace University
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
2005 - 2009
Bachelor of Arts (B.A.)
North Carolina State University
Social presence
in
Behavioral profile

DISC profile (public)

I

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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