Why it matters
I don't just execute. I build and lead the marketing org with CEO-aligned, cross-department, culture-first strategy.
How I deliver it
- Marketing team leadership
- Cross-department coordination
- CEO-aligned strategy
- Talent and culture programming
How I think about it
Leadership for me means I'm not waiting for a brief. I sit at the same table as the CEO, sales, ops, recruiting, and culture, and I leave with a unified story that every department can run with that quarter.
I build the marketing function from scratch when it has to be — hiring the team, setting the bar for the work, defining the rituals, owning the budget, and making sure every dollar maps to a number leadership cares about. When the team's already there, I tighten it: clearer roles, faster cycles, fewer meetings, more shipping.
I run weekly CEO-voiced content, onboarding systems, internal culture programs, and cross-department newsletters so the company sounds like one company instead of five. Recruiting, retention, and brand all start to pull in the same direction.
My job is to make the CEO look like the leader they actually are, make the team feel proud of the work going out the door, and make marketing a department the rest of the business wants to partner with — not one they tolerate.
Where this shows up
The Ask
Bring leadership to your brand.
One operator. The whole pipeline. Built to ship.