The Situation

La Mesa RV needed to strengthen demand generation while making marketing performance more measurable across a complex multi-location retail environment. The opportunity extended beyond media efficiency to funnel economics, customer insight, operating discipline, and the technology supporting commercial execution.

What I Did

• Rebuilt marketing capability around stronger analytics, digital media buying, and measurable demand generation
• Reallocated digital investment toward higher-intent acquisition channels based on funnel performance
• Introduced customer personas using sales input, customer conversations, field observation, and performance data
• Established a stronger operating rhythm using scorecards, recurring performance reviews, and quarterly priorities
• Worked across a 30+ tool MarTech environment to improve alignment between marketing, analytics, and commercial execution
• Created a Preferred Partner advertising program that added a new marketing revenue stream

The Result

Advertising cost-per-lead fell 60%, website traffic increased approximately 4X, and social following grew 80% year-over-year. The work also created a Preferred Partner advertising-revenue program and strengthened the measurement and operating infrastructure supporting growth.

The Situation

New Reach Education needed to scale customer acquisition and strengthen the marketing organization while improving performance across the sales funnel.

What I Did

• Built and mentored a 35-member cross-functional marketing team
• Scaled brand and funnel strategies around measurable sales performance
• Introduced automation and affiliate-marketing infrastructure to support scalable customer acquisition
• Managed a multi-million-dollar annual marketing budget
• Connected marketing execution to sales growth, ROAS, and funnel-conversion performance

The Result

Delivered 20% year-over-year sales growth and 5X ROAS while increasing sales-funnel conversion by 100%. Built and mentored a 35-member cross-functional marketing team to support continued scale.

The Situation

Progressive Leasing was focused on scaling its install base and GMV while improving acquisition efficiency across a multi-channel marketing environment.

What I Did

• Led omnichannel growth strategies focused on expanding the install base
• Directed SEO, e-commerce, content marketing, and paid acquisition efforts
• Managed key digital teams and campaign budgets
• Connected marketing execution to install growth, GMV, and cost-per-install performance

The Result

In 10 months, the install base grew 83%, reaching 500,000+. GMV increased 20% month-over-month while cost-per-install fell 35%.

The Situation

Hot Tools was competing in a crowded category against well-funded rivals at ULTA and Sally Beauty. The brand needed sharper retail positioning, a stronger trade relationship, and a marketing engine that could justify premium shelf placement and expand SKU presence at the two most important beauty retail chains in the US.

What I Did

• Repositioned Hot Tools as the professional-grade choice for at-home users — bridging the salon and retail divide in messaging and packaging
• Built a category management pitch for ULTA that demonstrated Hot Tools' role as a traffic driver — resulting in category captain status
• Negotiated and executed the largest SKU expansion in Sally Beauty's history for the brand, supported by a co-branded in-store activation program
• Restructured trade spend to prioritize sellthrough over placement — improving profitability by 1%
• Led influencer and professional educator programs that built credibility with salon professionals

The Result

Hot Tools became the category captain at ULTA nationally and secured the largest SKU listing in Sally Beauty's history for the brand. Division profitability improved 1% through smarter trade spend, and the brand's professional credibility became a lasting competitive moat.

The Situation

Welbilt's Blend-in-Cup program required scaling a foodservice innovation across global markets. The program extended beyond equipment sales to include maintenance agreements, fresh puree-bag supply, and seasonal recipe sales, creating a broader commercial model than a one-time product launch.

What I Did

• Led global marketing initiatives and cross-functional teams supporting the Blend-in-Cup program
• Introduced modular product platforms designed to increase menu flexibility and margins
• Supported the global commercialization of the program across 8,000+ units
• Aligned product, marketing, and commercial execution around a scalable platform approach

The Result

The Blend-in-Cup program delivered $280M in Welbilt-specific sales impact across 8,000+ units. The modular platform approach supported a global commercial model designed to increase menu flexibility and margins.

The Situation

Conair's EMEA business was expanding its brand and product portfolio across international markets. The opportunity required launching new brands, renewing a significant portion of the product portfolio, and building marketing capability across multiple countries.

What I Did

• Led the launches of BaByliss for Men and Ecoliss across international markets
• Oversaw renewal of 70% of the product portfolio
• Built marketing organizations across five international markets
• Led international teams and commercial programs across multiple EMEA markets
• Separately led a Revlon brand relaunch that gained 3 points of market share in three countries

The Result

The BaByliss for Men and Ecoliss launches generated $30M in first-year sales. Across the broader Conair portfolio, 70% of the product portfolio was renewed and marketing organizations were built across five international markets. Separately, the Revlon relaunch delivered a 3-point market-share increase in three countries.