I fix marketing problems that others can't see yet.

Over 15 years, I've built growth engines for brands at different stages: early-stage companies figuring out product-market fit, established brands needing to professionalize their operations, and mature businesses looking for the next growth lever. I've managed budgets from hundreds of thousands to $10M+, led teams from 2 to 8, and worked across DTC apparel, outdoor recreation, hospitality, and agency environments.

What I'm good at: diagnosing why marketing isn't working, building systems that scale, and connecting brand strategy to business outcomes. I understand the analytics (attribution modeling, cohort analysis, LTV:CAC) but I also know that creative and positioning are what actually move people. The best campaigns happen when you combine sharp strategic thinking with creative work that resonates emotionally. I've done both: launched rebrand campaigns that generated $50M in revenue and optimized conversion funnels that improved performance 20%.

I think about brand differently than most performance marketers. Brand isn't awareness metrics or sentiment scores. It's the reason someone chooses you when the price is higher, forgives you when you mess up, and tells their friends about you. That's why I've improved brand favorability 50% during crisis moments and increased sentiment 25% by changing how we talked about ourselves. Good brand work compounds. It makes every dollar in paid media work harder.

I've taken a $350M client to $500M in 18 months by finding the customer segment everyone else overlooked. I've launched two major rebranding campaigns that repositioned mountain resorts and drove measurable revenue growth. I've cut marketing costs 35% while maintaining growth by questioning every assumption. I've reduced churn 15% by fixing the specific problems causing customers to leave, not by guessing. I've built influencer programs that generated real engagement because we partnered with people who authentically loved the brand.

Currently Snr. Director of Marketing at VOORMI, where I'm rebuilding the marketing foundation for a performance apparel brand with breakthrough technology but invisible market presence. The challenge isn't just acquisition tactics. It's repositioning the entire brand narrative from product features to customer outcomes in a completely new field, something that has never been done, then building the creative and channel strategy that brings it to life.

Before that: Director of Growth Marketing at Free Fly (managed $10M across paid, email, partnerships, led creative collaboration), Group Account Director at 85SIXTY (ran strategy for Alterra and AMR Resorts, oversaw brand campaigns and performance marketing), and nearly seven years at Copper Mountain Resort where I learned to compete against bigger, better-funded competitors by being smarter about positioning, creative differentiation, and channel selection.

I hold a Bachelor's in Marketing and Tourism from University of the Sunshine Coast and an MBA from Griffith University. More importantly, I've learned how marketing actually works by testing thousands of hypotheses, making plenty of mistakes, and building things from scratch.

If you need someone who can professionalize chaotic operations, reposition a brand that's stuck, find growth in mature markets, or build the infrastructure you're missing, let's talk.

Senior Marketing Director

VOORMI/Mij/SWNR Technologies | Technology Focused Brand

April 2024 - Present

Brought in to solve a fundamental positioning problem: VOORMI had breakthrough fabric technology but was invisible in a crowded market. My mandate is to build the marketing foundation that connects technical innovation to customer value.

• Rebuilding brand positioning from the ground up, moving from product-feature storytelling to outcome-based narratives that resonate with customers who understand the difference between marketing claims and actual performance

• Designing the full customer experience architecture: how people discover us, why they trust us, what makes them buy, and what brings them back. This means rethinking everything from paid acquisition to post-purchase engagement

• Building the analytics infrastructure we didn't have. Implementing proper attribution modeling, cohort analysis, and LTV forecasting so we can make investment decisions based on actual customer economics, not gut feel

• Establishing a disciplined testing practice where we learn systematically rather than chase trends. Small, frequent experiments across messaging, creative, channels, and offers to understand what actually moves the business

• Forcing cross-functional alignment between what marketing promises, what product delivers, and what operations can support. Making sure we're solving the same problems, not working in silos

Growth Marketing Director

Free Fly Apparel | Charleston, SC

May, 2022 - February, 2024

Hired to professionalize a marketing operation that had grown organically but lacked systems. Managed $10M across paid search, social, programmatic, TV, catalog, email, and partnerships. The challenge was maintaining growth while improving efficiency.

• Rebuilt the entire paid media operation around a simple principle: know what each customer is worth, then don't spend more than that to acquire them. Hit 4x ROAS consistently by fixing targeting, creative rotation, and bid management while most competitors were struggling at 2-3x

• Diagnosed why customers were leaving and fixed the specific problems: poor email timing, weak referral incentives, no post-purchase engagement plan. Cut churn 15%, which at our scale meant retaining millions in revenue that would have walked away

• Implemented a proper testing framework where we ran 50+ experiments quarterly. Most failed. But the 20% that worked (better headlines, different imagery, simplified checkout) compounded into a 20% conversion lift. That's how you actually improve, not by guessing

• Built a loyalty program that wasn't just points-for-purchases. Studied customer behavior, identified what high-value customers do differently, then created incentives that shaped others toward those behaviors. Measurably improved customer quality over time

• Fixed a brand perception problem by actually listening to customers and adjusting our messaging to match how they talked about us, not how we thought we should sound. Sentiment improved 25% because we stopped talking at people and started speaking their language

• Renegotiated partnerships by doing the math and showing partners their actual ROI, not vanity metrics. Cut costs 10% while expanding reach because we made the business case for better terms

• Built a team that could execute sophisticated multi-channel campaigns without constant oversight. Hired for complementary skills, established clear accountability, and created space for people to solve problems independently

• Killed the annual planning charade and moved to quarterly sprints with weekly check-ins. Reduced campaign launch time 20% because we weren't locked into plans made months ago when market conditions were different

• Redesigned the website based on user session recordings and heatmaps showing where people actually got stuck. Not opinions about what looks good, but data about where the experience broke down.

Group Account Director

85SIXTY, Inc | Denver, CO

Feb, 2020 - Apr, 2022

Ran growth strategy for major clients in outdoor recreation and hospitality: Alterra Mountain Company and AMR Resorts. My job was to find growth opportunities they weren't seeing and prove they worked before spending big.

• Took a $350M client to $500M in 18 months by identifying an underserved customer segment everyone assumed wouldn't convert. Built acquisition model targeting them specifically, proved ROI with small tests, then scaled. 14% acquisition increase, 200% ROAS improvement. The insight was simple but everyone else was focused on obvious audiences

• Convinced a risk-averse client to try influencer marketing by structuring it as a test with clear success metrics. 123 creators, all performance-tracked. Generated 34% engagement increase and brought back customers we'd written off as lost. Worked because we treated it like direct response, not brand building

• Clients kept asking for "innovative" campaigns but couldn't articulate what problem they were solving. I'd push back and force the real conversation: what's not working and why? Then we'd test actual solutions rather than chasing awards

• Got clients to increase spend 22% not by pitching more media, but by showing them exactly where they were leaving money on the table: audiences we weren't reaching, channels underperforming not because they didn't work but because we weren't using them right

• Implemented proper MarTech that clients had been resisting because "we've always done it this way." Proved that automation and better attribution would save time and improve decisions. Worked because I made the business case, not just the technology case

• Ran the agency's first NFT campaign because a client was curious. Set clear expectations about what was an experiment vs. what was proven. Generated PR value but more importantly taught us all about emerging channels without pretending we were experts

• Built robust reporting that showed clients the truth, not what they wanted to hear. When things worked, we knew why. When they didn't, we learned and adjusted. This honesty deepened trust and made me a strategic partner, not just a vendor

Senior Marketing Manager

Copper Mountain, Colorado

Dec., 2016 - Sept., 2019

Ran all marketing for a mid-tier ski resort competing against bigger, better-funded neighbors. Led 8-person team, managed $3M+ budget, and had to figure out how to win when we couldn't outspend the competition.

• Cut media costs 35% by questioning every vendor relationship and killing what wasn't working. Most marketers are afraid to cut budgets because it looks like retreat. I cut to win: took the savings and reinvested in channels with better returns

• Drove consistent attendance and revenue growth by accepting we couldn't compete everywhere, so we dominated specific niches: locals who knew the mountain was less crowded, families who didn't need luxury, advanced skiers who cared about terrain not amenities. Owned our positioning instead of trying to be everything to everyone

• Launched two rebrand campaigns ($1M spend, $50M revenue impact) that didn't try to make us something we weren't. Instead of aspiring to be Vail, we leaned into being Copper: authentic, unpretentious, focused on the experience not status

• Built influencer program from scratch by partnering with people who actually loved the mountain, not whoever had the biggest following. Smaller audiences but real engagement. Worked because authenticity matters when you're not the biggest brand

• Created integrated media strategy across different business units (lodging, retail, food, real estate) that had been running separate, often conflicting campaigns. Forced alignment around shared goals, eliminated waste, strengthened market position

• Handled crisis communications when things went wrong (weather, operations, safety incidents) by being honest and transparent rather than spinning. Brand favorability improved 50% because people trust you when you treat them like adults

• Negotiated better media deals by doing the math and showing partners we understood their business too. Got premium placements at better rates because we made it easy for them to say yes

• Managed strategic partnerships with YETI, Subaru, Under Armour, and REI by ensuring collaborations made business sense for both sides, not just creating co-branded content nobody cared about

Marketing Manger

Copper Mountain, Colorado

Dec, 2012 - Dec, 2016

Earlier role at Copper where I owned marketing communications, and advertising. This is where I learned how to do a lot with a little and make every dollar count.

• Built and executed the #Coppered and Raised on Colorado campaigns ($50M revenue impact) by understanding what made people choose us over competitors. Not better amenities or fancier lodging but the experience and culture of the place itself

• Managed crisis communications during challenging seasons by getting ahead of problems and communicating proactively. Improved brand sentiment 50% by being forthright about challenges and clear about solutions

• Renegotiated vendor contracts and consolidated spending, saving over 300% on retargeting and digital campaigns. Vendors hate performance-based contracts but they work when you have data proving value

• Built omnichannel strategy that actually followed customer journeys rather than channel silos. Email informed social which informed paid which informed website. Hard to execute across teams but that's how people actually experience brands

• Guided digital strategy focused on removing friction from the customer journey: making it easier to find information, book trips, and convert. Used actual user behavior data, not assumptions about what customers wanted

• Developed seasonal marketing campaigns that drove advance bookings and revenue by understanding what motivated different customer segments at different times. Not one-size-fits-all blasts, but targeted messages based on intent