Twenty years of making complex machines legible, and wanted. Deep in brand strategy and product marketing, with working command of demand generation, content, lifecycle, PR, events, and the revenue operations that prove what worked. Built inside a Fortune 500 global brand and at venture-backed startups.
I own the strategy layer: positioning, annual planning, budget, and the narrative the company tells. And I can produce the work itself: the deck, the campaign, the launch plan, the dashboard. Teams get a leader who has done the job they are being asked to do, at every level of the org chart. That range shows up in three working modes.
When the team is small or the timeline is short, I do the work personally: positioning, content, campaigns, events, and the measurement underneath, at the pace a startup requires.
When the function needs to grow, I design it: roles, processes, agency and vendor rosters, and the operating cadence that lets a small team carry a large number.
When the team exists, I raise its ceiling: clear priorities, honest feedback, and cross-functional air cover, the way I led global teams across PR, integrated marketing, and sales at Dolby.
Three chapters, one throughline: taking products built on serious engineering and making them legible and wanted, from a Fortune 500 business line launched in fourteen countries to venture-backed hardware startups.
Led the go-to-market organization for a 100% electric RV trailer, owning brand, demand generation, sales, and communications across the full revenue funnel, and translating advanced EV and automotive technology into accessible narratives for both established RV owners and lifestyle-driven, tech-forward segments.
Led full-funnel marketing and communications for a premium off-road RV brand, spanning brand strategy, digital presence, content, demand generation, and events.
Took Dolby Cinema from an internal bet to a premium consumer brand in fourteen countries. A technology-enabled B2B2C program that had to speak to engineers, studio executives, and moviegoers at once.
Founding team member of Dolby Cinema, driving it from incubation through launch across the US, China, Spain, and the Netherlands, achieving 100% of site forecast on initial deployment. Created technical and design specs, owned product management, onboarded vendors, and co-developed the business plan.
Led the rebrand of Dolby's global product portfolio across research, positioning, naming, and identity, raising unaided brand awareness 10% across 20+ consumer and competitive research projects, and developing global brand guidelines adopted company-wide.
Led marketing for post-production certification and licensing programs; launched digital and theatrical products.
Advised startups on branding and go-to-market strategy across early-stage technology categories.
Oversaw global marketing for communications-technology products from positioning through launch.
AI hasn't changed what good marketing is. It has changed how much of it one person can do.
I use it the way I'd use a team, on both halves of the job. On the strategy side: research passes, competitive analysis, message testing, drafts, design exploration. On the operations side: agents running the recurring work every morning, and monitoring that surfaces a problem long before a monthly report would.
The artifacts below were built in the last ninety days, most of them unpaid and unasked for, to pressure-test how far the method goes. The operating model underneath them is how I'd run the function.
The marketing leader stops being the bottleneck and becomes the multiplier. Production capacity is no longer the scarce thing. Taste, judgment, and knowing which question to ask are. I'm building my practice around that bet, and I study it the way I studied every category before it.
Positioning statement, competitive frame, message hierarchy, personality and archetype, voice and tone with do and don't examples, and a visual identity direction written as a designer brief.
Four content pillars, a paid targeting model built around PhD-level audiences and lab lookalikes, budget splits by ad format, a conference burst calendar, a twelve-month roadmap, and measurement targets.
NVIDIA Cosmos 3 against a venture-backed world-model startup, down to model architecture, training data, licensing strategy, and where each side's defensibility is actually exposed.
Concept to live URL for a robotics company's site, built and deployed, then sent to their leadership unsolicited. This page was made the same way.
The tasks that used to eat a coordinator's week, running on a schedule instead: a morning competitive and press scan, inbound lead enrichment and routing, a social listening digest, long-form assets cut into channel-native versions, and a performance rollup drafted before the standup rather than after it.
Every channel instrumented into a single view, with automated flags on the numbers that matter: CAC drift, stage-by-stage conversion, pipeline velocity, and share of voice against named competitors. A problem announces itself in days, not at the end of the quarter, and the read on why is already attached.
Ran AI-assisted analysis across sales call recordings alongside KPI dashboards to locate where deals were dying, then rebuilt the discovery and demo process around what it found. Close rate and pipeline velocity both moved.
Depth where it counts, fluency everywhere else. A Director or Senior Director hire should cover the whole function; this is how mine is distributed.
Open to Director and Senior Director marketing leadership roles across brand, product marketing, demand, and communications. Always happy to meet good people. Let's connect on LinkedIn.
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