FROM SIX FIGURE VALUATION TO OVER $30M
AboutSketchy
When I joined Sketchy, the company already had something unusually strong: a product students genuinely loved. The challenge was turning that product strength into a marketing system capable of supporting much larger growth.
As the company expanded its product line and audience, marketing became more complex. Launches needed to be coordinated, lifecycle communication needed structure, content had to support acquisition rather than simply exist on its own, and the team needed clearer systems for deciding what to prioritize.
My role evolved from hands-on marketing into broader leadership across strategy, campaigns, content, lifecycle, acquisition, creative, and team development.
The first step was understanding how customers discovered Sketchy, what made the product resonate, and how marketing could reinforce the behavior already driving growth.
I looked across customer feedback, content performance, email engagement, launches, acquisition channels, and the broader student journey. The goal was not to force a traditional marketing playbook onto the company. It was to understand what was already creating momentum and build the infrastructure needed to amplify it.
As the business grew, that analysis became ongoing. Every new product, audience, and growth stage created a different set of constraints. Marketing had to evolve with the company rather than simply repeat what had worked before.
I helped build a marketing system that connected growth strategy with the day-to-day work required to support it.
That included creating more structured go-to-market plans around launches, developing lifecycle and email programs, shaping content and creative strategy, improving coordination across organic and paid channels, and establishing clearer ways to measure performance and decide what to scale.
As the company expanded, I also helped build and lead the marketing team. The role became less about personally executing every piece of marketing and more about creating the strategy, systems, and direction that allowed specialists to do their best work.
The objective was to move from individual marketing activities toward a connected system where acquisition, conversion, engagement, retention, content, and product launches all supported the same growth goals.
Over the course of my time with Sketchy, the business grew dramatically, ultimately reaching a $30M+ majority-stake acquisition. The company also saw a 2.6x increase in sales during a key period of the growth strategy, while launches became more coordinated and marketing performance strengthened across email, content, and social.
Just as importantly, the marketing function matured alongside the company. What began as an early-stage operation became a broader team with clearer ownership, repeatable systems, and a much stronger ability to support multiple products and growth initiatives at the same time.
The result was not one successful campaign. It was a marketing organization capable of supporting a significantly larger business.
Sketchy shaped a lot of how I think about marketing today.
Scaling a company does not simply mean doing more of what worked at the beginning. The constraints change. The customer journey becomes more complicated. Teams grow. Channels mature. What was once a good decision can stop being the right decision for the next stage.
The job of marketing leadership is to recognize those shifts early and build what the company will need next.
That is the approach I continue to bring to growing companies today: understand where the business is now, identify what is likely to constrain the next stage of growth, and build the marketing system around that reality.
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