I rebuild marketing functions that stopped scaling.

Channels ran independently. Nobody could say what was working. Five hundred institutional partners were marketed to as a single audience, because segmenting them properly meant rebuilding how the work got produced and no one had done it.

So I did. Rebuilt segmentation around how partners actually bought, then built the operating system underneath it — intake, dependencies, templates, approval routing, dashboards — running 60+ concurrent campaigns. Revenue up 60%. Cost per acquisition down 30%. Hired on a six-month maternity contract, offered permanent in two.

Brand & Demand Solutions wasn't a new line. It was a stagnant one — which is harder, because the buyers had already looked once and decided it wasn't for them. And those buyers were marketing leaders, who recognize every technique you'd use on them.

Repositioned it around what the buyer needed rather than what we happened to offer, and rebuilt the engine so sales got high-intent leads instead of a list. 25% growth year over year.

An eight-person team, a company in genuine turmoil, and a website quietly losing prospects nobody had diagnosed.

Brought in outside research to find out why people were bouncing, rebuilt the site around the findings, and reversed the decline. Beat every pipeline target during the worst stretch the company had. Built the ABM programs against 42 government accounts and wrote the marketing OKRs the C-suite planned against.

No brand, no pipeline, no budget, no team. Just a target number and a list of local businesses that had never worked with a marketer.

Six clients in year one, all through referrals and direct outreach. $11,500 against a $10,000 target. Strategy, copy, design, and web execution on every engagement.