Promoted to new position; responsible for four-person department tasked with bringing strategic insights to client engagements. Work ranges from media mix modeling, econometric studies, media planning, consumer journey.

Strategic account leader on major accounts. Led strategic planning across integrated offline/online, creative and media client engagements. Media billings growth 14% CAGR over four-year period. Brands included zulily, thredUP, HomeAdvisor, Angie's List, Dexcom (medical device company), Spectrum.Hawthorne Advertising is a full-service agency that launches and grows brands with leading technology, data-derived insights and strategy. With integrated creative, production and media, along with proprietary attribution and analytics platforms, we provide predictive performance models and deliver measurable ROI.

Account lead on customer acquisition/retention campaigns for AAA/Auto Club, named by Harris Poll EquiTrend as P&C Insurance Brand of the Year.

Oversaw strategy development and tactical implementation for all clients. Helped major Swiss medical device maker with its USA launch of vertically-integrated retail marketing strategy. Everything from creative brief/strategy to media planning/buying to tracking results and working with call centers and retail locations to launch and build the brand. Also consulted with major advertising agency on new client engagement for major private university based in Southern California.

Working with small to mid tier clients developing successful plans for growth.

High-profile position, working closely with agency president/founder on largest accounts and new business; promoted to VP after one year. Private company was successfully sold in 2010 to MDC Partners, a few months after I helped lead winning pitch for Liberty Medical (diabetic supplies, pharma & related services), gaining TNS-estimated $65mil in billings while simultaneously defending online business in low eight figures. Other major client engagements:JG Wentworth (financial services): Post-sale to MDC, led four-person team in winning DRTV business. Within three months, increased weekly DRTV spend by 20 percent while maintaining cost per lead.➢ Increased annualized client billings an additional ~30 percent by winning pitch for TV planning/execution duties for a sub-brand that client acquired.➢ Introduced integrated offline/online analysis model to client within months of winning DRTV business; model pointed toward new media strategy that resulted in client awarding paid SEM and other online business. This win, coupled with sub-brand acquisition, doubled billings within nine months of winning the DRTV business.ClearChoice (dental implants): Led agency team in managing offline media/creative executions across 7 of 22 markets; online for all 22 markets. Added print assignments in all markets. Billings YOY increased 41 percent.➢ Helped lead branding strategy initiative resulting in detailed profile of desired targets, new campaigns which increased media efficiencies by 20 percent; lifted brand awareness (branded search up 1/3 in highly competitive test markets).

Successfully launched Disney Movie Club, continuity/CRM initiative for Disney. Promoted from Account Supervisor after two years and helped build agency’s DRTV practice including identification/fulfillment of operational, staffing needs and integration with agency’s practices in creative/branding and DR media.Disney Home Video: ➢ Led successful launch of Disney Movie Club, a home video/DVD continuity club. Responsible for member acquisition campaigns including creative development, testing, media/list management, and continuity/CRM/retention efforts. ➢ Created member segmentation strategy resulting in average LTV 35 percent higher than goal.➢ Had product manager responsibilities for all Club components including financial and service metrics, product mix and pricing decisions. Ran RFP process that identified new call center/fulfillment vendor, enabling Club expansion.PeoplePC (Earthlink’s value-segment Internet service provider): Re-launched subscription-based business. Due to success, client increased media spend YOY by ~800 percent (vs. relaunch year) and continued to expand spend during my tenure.➢ Led 14-person team as client’s member base grew 20-fold from 2003 to 2005, during a time when main competitors showed no member growth. Member acquisition costs well under goal; LTV/retention above goal.➢ Pitched, tested and executed Spanish-language campaign, including helping client find a Spanish-language call center and translating offline/online marketing communications. Spanish DRTV generated ~1/4 of new subscribers.➢ Major tactics included TV, radio, solo and shared mail, print, online, OOH; aided awareness jumped 250 percent YOY.➢ Duties included leading consumer research and creative development, resulting in award-winning TV spots/campaigns that delivered new customers for minimal cost.

Wrote business plan and investor presentation that helped raise $35 million for Escrow.com, leading B2B/online auction transaction services provider. Led branding development/execution for PropertyRoom.com, auction site for law enforcement forfeited property. Company was profitable within one year of launch.

"Mini-McKinsey" internal strategy/operations consulting group for multi-billion-dollar-revenue holding company that owns preeminent brands Fiji Water, Pom Wonderful, Teleflora, Wonderful Pistachios as well as extensive fruit/nut orchards/processing businesses. Helped lead initial feasibility study for pomegranate juice product which has since become successful brand with sales in the hundreds of millions. Also led team that identified and corrected pistachio processing, operation flaws; resulted in annual savings in the millions.

➢ Worked closely with Marketing Director on day-to-day ticket sales and audience engagement campaigns for major arts organization that produces hundreds of concerts/events each year across several venues.➢ Worked closely with Development Director in product development efforts for Hollywood Bowl "Platinum Parking," resulting in additional revenues/donations totaling seven figures. ➢ Reengineered budgeting and planning processes for $6.5 million marketing and communications department; six-figure budget overruns were eliminated.