I find what's holding back growth, then fix it.

With many offerings, several audiences, and limited time and budget, effort was spread thin. Client data and buyer research showed where the proof and buying intent actually were. I focused demand gen and ABM on those segments, rewrote the messaging around what buyers actually buy, and kept a capped, automated layer for everything else.

A job posting is often an early sign a company could use staffing support, and an even stronger one if they already use a competing staffing firm. But finding those companies meant manual searches, lookups, and outreach, so execution varied by location and workload. I built a workflow that surfaces relevant hiring activity at good-fit companies and routes the most promising accounts and contacts to the right salesperson.

Marketing had no reliable way to tie spend to revenue. I co-built a measurement framework that connected website behavior with ATS and CRM data, then checked it against control groups. For the first time, we could see which spend actually drove pipeline.

Demand gen, ABM, positioning, content, SEO, paid media, social, email, automation, and analytics. I set the strategy, build what it needs, and stay close enough to the work to know what's working.

Fifteen years in, I'm still early to what's next, from AI search to AI-built marketing workflows. Customer research, business priorities, and analytics decide what stays, so effort lands where it compounds instead of where it's loudest.

I share what I know, give people room to own their work, and step in when I can help remove a roadblock. The goal isn't just strong individual work - it's a team that gets smarter and more capable together.