Mark Palmer in

Mark Palmer

Inspirer · DISC type id
Director of Analytics at Auberge Resorts Collection
📍 Santa Ana, California, 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
19 Years
Current Role
Director of Analytics
Job Level
Mid-senior
Location
Santa Ana, California, United States
Personality Overview

How Mark shows up

Charming & Persuasive
Fast Adopter
Confident & Optimistic

They don’t mind taking a stand if they believe in something. They usually prefer to drive the conversation. They respond well to objective pitches but also attach some value to relationships.

Priorities

Topics Mark cares about

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

Work history

11-2022
Director of Analytics
Auberge Resorts Collection
12-2017 - 11-2022
Sr. Marketing and Business Analyst
Auberge Resorts Collection
5-2015 - 12-2017
Senior Analyst, Analytics & Insights
ymarketing
9-2014 - 5-2015
Web Analyst (Consultant)
City of Los Angeles – Information Technology Agency
1-2011 - 8-2014
Owner
thoughtrend, Inc
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
2004 - 2006
Bachelor of Arts
Cal State Fullerton, College of Business and Economics
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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