One of the most iconic brands in music, Martin Guitars (and Strings) have been in business since 1833. I have the privilege of steering the strings side of the business. We make the finest fretted instrument strings played by the most accomplished musicians and loved by beginners and hobbyists alike.

As Head of Marketing for Wallbox in North America, I played a key role within a global team of dreamers and doers, dedicated to changing the way the world uses energy. Wallbox makes advanced electric vehicle charging and energy management systems that can help solve the global climate crisis by making fossil fuels obsolete. I am grateful for the opportunity I had to spend my creative energy as an advocate for climate justice and sustainability.

After a decade of marketing and management experience, my job at Infinity Brand Strategy is to help good marketers become even better. As a CMO-for-hire I specialize in digital solutions to age-old marketing challenges like "How can our brand stand out in a crowded retail and e-commerce environment?" and "How can we better understand our changing consumers?" I work for business leaders across small, medium, and large enterprises and am responsible for international, regional, and local brands.RETAIL/PRIVATE LABEL - create private label branding strategies together with retailers across five grocery categories to attract profitable volume and shopper loyaltyTECHNOLOGY - push brands to take advantage of cutting-edge mobile tech to tell stories to consumersDURABLE GOODS - analyze CRM data and synthesize it to identify new untapped consumer segments and individual insights to make them profitableCONSUMER PACKAGED GOODS - craft a cohesive branding strategy to multiply communication and awareness efforts SERVICES - assess market size and competitors and drive B2B strategies to attract new customers

As an EV owner who is passionate about sustainability and technology, ChargePoint gave me the chance to get a foot in the door of the exciting e-mobility arena. I was hired to run all of major events (CES Las Vegas), until the COVID-19 pandemic forced a major reckoning for what it means to be an "event marketer". I quickly shifted our company into the world of webinars, digital content, and other virtual experiences--all of this helped us continue growing until we achieved a 12-year dream of becoming a public company (NYSE:CHPT).

Wisdom Natural Brands is the maker of SweetLeaf stevia, the leading brand of sweetener in Whole Foods and the Natural Channel. I was hired under the direction of founder and pioneer, Jim May, to be the new Head of Marketing and transform the company from a family-owned health food player to a multi-national CPG leader.I did this by creating four new functions--consumer insights, sales data analytics, category management and shopper marketing (in that order). I also led the company's brand transformation, marketing strategy, and new product marketing and helped us enter new customers and channels, including over 12,000 new distribution points in less than one year.In addition I drafted our private label strategy and sales materials, ran the P&L for new category expansion, and directed the marketing strategy for all international market development--including a successful entry into the U.K, to be followed by markets in Scandinavia, Germany, and Latin America worth more than $12MM in annual sales.

I joined Henkel after being tapped by a former manager to come work on a key new project based in Arizona. Under direction of the CEO, we introduced two huge European hair care brands into the North America market and I was responsible for translating the brand messaging and product mix into a successful offering. We launched with 74 SKUs and gave the brand a huge boost.

I joined Whirlpool searching for (and finding) a new challenge where I could work out my marketing muscles. Maytag brand was on the decline since the 2006 acquisition by Whirlpool and we needed fresh ideas and bold thinking. Entrusted with $75 million (the largest brand investment in a century), we relaunched the brand in 2014 with a new campaign, new Maytag Man, new branding and all-new products.My initial role on Maytag covered the Cooking and Suites lines of our business, but within five months at the company my role grew to cover the entire $800MM Maytag Kitchen portfolio, including launching 174 new products within five months; and 35% faster than our speed-to-market target.The brand finally came back to life. Our brand preference increased +30%, consumer loyalty +26%, and sales velocity grew +23% within key lines of business. Our campaign "Maytag Man" was honored to receive two 2015 North America Effie Awards for advertising effectiveness, including winning the Gold Effie for brand renaissance across all categories.

A Sr. AMM at General Mills quickly picks up marketing and management experience by rotating through several different businesses. My first role was within our Pillsbury business, managing "Strategic Growth Channels" (Club, Target, Drug and Dollar stores). The business needed a shot in the arm so I spearheaded the rapid innovation of Pillsbury Heat-and-Go whole grain Mini Pancakes. The project was so successful we secured prime retail space during the critical Back-to-School season. It also became the second most profitable Pillsbury line in the entire channel within the first three months on the market.I spent the next year in our Small Planet Foods division running a really fun organic tomato products brand called Muir Glen. I piloted a brand relaunch, discovered a winning new brand position, and steered us through a non-BPA disclosure initiative that increased transparency and affinity with our consumers. Even though we played in the "least sexy", slowest growth categories of the organic food market, we surprised everyone by setting the bar for growth within Small Planet Foods in FY2012.I was also tapped to join a "special ops" M&A team, hunting for acquisition targets within the Natural and Organic foods sector. I created an improved volume forecast model that fed our valuation analysis. This groundwork helped set the stage later for the $820 million acquisition of Annie's in 2014.Finally, I was drafted back to Pillsbury to work some magic on our Cookie Dough business. We needed a new strategic direction with an eye toward margins. Working with an all-star team I crafted unique campaign ideas for each of our three product lines. Our core line became a promotional engine; the secondary line became a digital content factory, and the seasonal line became an innovation incubator. Ultimately, the profit rebounded--exceeding plan by 12%.

My first job at General Mills (and in the wonderful world of packaged goods) was running a portion of our Fiber One franchise. At the time, this brand was the fastest growing major cereal brand for three straight years, thanks to a wholehearted embrace of a fast-moving dietary trend. I ran a digital campaign aimed at dieters with the involvement of celebrity influencer outreach and our first social-media live-chat, generating the highest ROI the brand had ever measured for a marketing program.At the same time I directly managed Fiber One's exit from the Toaster Pastry line of business. Learning how to unwind a business, disentangle our interests, and still make money was an incredibly valuable lesson in business management.

Steinway & Sons is one of the world's premier consumer brands, and has manufactured hand-crafted pianos for the past 150 years. As one of its first MBA interns, I managed three marketing and business development projects: 1) a "concept-to-execution" institutional marketing campaign, 2) internet marketing strategy and website optimization, and 3) development of a new concept for branding and marketing piano services.

Toyota contracted four of my MBA colleagues and me to spearhead a marketing initiative aimed at "Millennial" consumers. We picked apart Toyota's current youth marketing efforts, including the strategy behind the successful Scion brand. With insight from marketing research and analysis, we envisioned the future of automotive service and presented six leading-edge internet and operational recommendations, which were enthusiastically received by Toyota's senior executives.

After a rapid series of promotions I was tapped to manage one-third of retail operations for the largest full-line music retailer in the Intermountain West. Before I came on board my unit had struggled through a two-year slump, but I was able to set a vision for my employees and establish specific performance objectives that grew revenue 154% in twelve months. One of my key successes involved spotting a market opportunity for a new product line that, when launched, boosted our gross margins by 450 basis points.

Halfway through my senior year of college I was hired for a six-month internship with this award-winning regional arts center, located half an hour outside of Philadelphia. I coordinated our robust schedule of school outreach programs, developed and directed a successful on-site coffeehouse, and managed concerts and festivals featuring musicians including Grammy Award winners Aimee Mann, Mavis Staples, and Janis Ian.