Lori Kaplan in

Lori Kaplan

Inspirer · DISC type id
Vice President, Go to Market Strategy & Enablement at IQVIA
📍 Sparta, New Jersey, 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
Vice President, Go to Market Strategy & Enablement
Location
Sparta, New Jersey, United States
Personality Overview

How Lori shows up

Confident & Optimistic
Generous
Fast Adopter

They measure a product on its merit but can be influenced by strong testimonials. They usually prefer to drive the conversation. They respond well to objective pitches but also attach some value to relationships.

Priorities

Topics Lori cares about

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

Work history

7-2017 - 3-2021
Vice President, Go to Market Strategy & Enablement
IQVIA
8-2016 - 6-2017
Director, Global Sales Enablement
IQVIA
6-2015 - 4-2016
Vice President, Global Sales Enablement
Houghton Mifflin Harcourt
8-2014 - 6-2015
Principal Advisor, Global Sales Enablement
IBM
3-2012 - 7-2013
Vice President, Go-to-Market
LexisNexis
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
B.S.
Syracuse University
Education details unavailable
Babson College
Social presence
in
Behavioral profile

DISC profile (public)

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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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