I’ve led the work I now advise on.
I’ve spent more than a decade planning launches, developing marketing programs, directing creative, and building teams.
Now I work with founders who have a marketing team but still carry every decision themselves. I help them decide what's worth doing next.
Experience that shapes the advice.
At Sketchy, I spent five years helping build the marketing function as the company grew through a $30M+ majority-stake acquisition.At Sketchy, I spent five years helping build the marketing function as the company expanded. My responsibilities grew to include launch planning, acquisition, email, content, and team development. As the business changed, we had to reconsider how marketing supported it.
At NuNorm, a men’s cosmetics brand, I worked across positioning, the customer journey, and creative direction. That included planning content shoots and coordinating the people producing the work. The strategy had to translate into something customers could understand and the team could deliver. Website conversion rose from about 0.4% to 1.3%.
My work with leadership development businesses has brought a different set of challenges: communicating complex ideas, supporting program enrollment, and developing relationships with audiences over time.
That's why I ask a lot of questions before I recommend anything. Another campaign or channel is easy to suggest. Knowing whether your business, your customers and your team actually need it is the job.
You should be able to question the recommendation.
I'll tell you what I think needs to change, why, and where I'm guessing. You know your business better than I do, so push back. The best calls come out of that conversation.
Understand before prescribing.
I look at your goals, performance, customers, and current activity. Sometimes the issue is where the team has been looking. Sometimes it sits elsewhere in the buying journey.
Account for the work involved.
A plan has to fit the budget and the people responsible for delivery. We agree on priorities with those limits in mind.
Stay involved as results emerge.
We meet weekly to examine progress and make decisions. When something falls short, we work through what happened and whether the approach needs to change.
Tell me what you’re working through.
If you’re considering outside marketing advice, we can start with the business as it stands: what you want to achieve, who’s doing the work, and which decisions need attention.
I’ll give you an honest view of whether my experience fits what you need.
