I advise founders and senior leaders across a range of industries on a range of strategic marketing problems, including: branding (strategy, digital & physical assets), consumer profiling & segmentation, consumer research methodologies, innovation, and go to market plans. As organizations grow, I also advise leaders on building teams and coaching high performing employees.Industries: CPG; B2B Tech SaaS; Healthcare; Consumer TechBy leveraging my experience across a range of industries, company size, and customer target (businesses and consumers), I can accelerate leaders in their journeys to progress key strategic marketing projects, test GTM strategies, and ultimately get to revenue goals, faster.

I led marketing for a rapidly growing veterinary care start up - think the One Medical of the veterinary world. We grew from 1 clinic to 9 clinics, and from 2 team members to 15+, in less than 2 years.Our marketing efforts were broad, and included branding (re-did entire company brand and launched across all physical and digital touch points), digital marketing (paid, organic, website, SEO, content, email, social media), lifecycle marketing, local field marketing, and business partnerships. Our chief goal was to increase "household penetration" of the Denver and Chicago markets - introducing more and more pet parents to the amazing care experience at Sploot.

I led the Product Marketing team at OpenTable, with a focus on B2B marketing, and worked on platform and marketplace. OpenTable was in an era of focusing on B2B marketing (restaurants), in an increasingly competitive environment in the early years of recovering from COVID. Led a team of 10 product marketers, from specialist to director level.Highlights: Evolving OpenTable's brand positioning and value proposition to restaurants; improving and standardizing the go-to-market process; oversight of international Restaurant Weeks program; overseeing commercial collaboration between Marketing and Sales.

I led 3 distinct teams across a $225MM+ portfolio: Baking, Seasonal Confections, and Business Development (new group, "start up" within Ghirardelli), each with multiple product lines and innovation pipelines. I owned the P&L and oversaw all marketing and team responsibilities, and delivered 5-10% growth YoY in mature categories.Highlights: Brand positioning refresh across Ghirardelli's CPG portfolio, from refining core brand proposition to application of strategy across product portfolio (packaging, marketing assets) and integration with broader company purpose (company / employer branding). Led total company innovation strategy and pipeline development across all Ghirardelli business units. Creative asset development & evaluation (TV + digital). Manage a team of 9 (4 direct, 5 skip level). Strong cross-functional collaboration across multiple initiatives and responsibilities (Creative, Sales, Operations, R&D, HR). Extensive agency collaboration experience.

I led Near-Beer (non-beer) innovation portfolio and strategy, which focused on capitalizing on Anheuser-Busch's indisputable beverage leadership and consumer-obsessed marketing approach to expand beyond alcohol into non-alcoholic beverage products and occasions. We had a $1bn+ innovation portfolio, and our annual budget to develop innovation was $2.55MM. Highlights: led holistic innovation development process, from white space identification to product development and launch, for multiple brand launches. Supported innovation for established brands like Lime-A-Rita, Best Damn, and Natty Rush. Led team of 5 across multiple experience levels. Collaborated closely with cross functional teams on zone and global stage gate process, in line with best in class innovation processes at blue chip CPGs.

I was the Chief of Staff to the Global VP of Innovation. I was responsible for managing a global innovation portfolio worth $3bn+, including analysis & valuation, setting global targets, and monthly reporting to the global C-suite. Highlights: supported Global VP of Innovation in: leading innovation portion of annual business cycle globally; reviewing global capex investment budgets; worked on disruptive innovation and key corporate partnership opportunities, including initial pitch stages of ABI-Starbucks partnership, Keurig joint venture, and Stella Artois Nova (portable draft systems and roll-out). In addition, worked specifically on global innovation pipeline for Stella Artois, including premium line extension.

Worked with boutique management on projects including: CRM (streamlining client database and identifying/tracking high potential / high value clients); inventory turnover analysis; managing daily performance measurement trackers. Deep engagement with the Dior brand, including house codes, history, inspirations. Supported boutique team in various sales responsibilities.

Supported development of new to world global brand (Johnny Appleseed cider) including packaging development & consumer testing; creative development; and liquid testing.

Promoted from Returns Supervisor (New York, NY). Oversaw transition to Gilt’s third and largest distribution center and acted as primary liaison between corporate headquarters and third party logistics (3PL) provider. • Grew and managed returns operation in hyper-growth start-up environment, including quadrupling team and handling 125%+ increase in volume across three distribution facilities (two new expansions) in under a year.• Collaborated with 3PL to create volume and staffing forecasts, develop operational processes between 3PL and Gilt corporate headquarters, review holiday planning, and provide training in Gilt’s systems and resources.• Created processes to understand and quantify issues impacting receiving accuracy and productivity; presented analysis to CEO and VPs to drive improvements across Merchandising and Purchasing departments.

Managed 14 direct reports in a 25 person department, overseeing employee performance and operation of 2,500+ daily customer service and support transactions (workload routing, customer inquiries, and web help). • Developed strong foundation in general management, including developing and delivering performance evaluations, implementing corporate strategy in departments, and delivering effective feedback. • Achieved 40% increase customer response efficiency, created process for quantifying correspondence quality, introduced cross-department training for employees, and served as new hire mentor.• Provided guidance on variety of customer service-related transactions, incl. requests for large dollar quotes, expedited delivery, and urgent exceptions work. Developed keen understanding of excellent customer service.