A working sample of growth and brand problems I've helped solve.

I found this organization in 2008 as a shavee, and spent sixteen years in its events before I ever worked on its brand. By 2023 the joy that made me fall for it was draining out of the marketing. Led digital and brand: rebuilding an inherited mess of a web ecosystem, migrating onto HubSpot so conversion could actually be measured, and putting the fun back where people touch it.

They had already bought everything: WordPress, a $10,000 monthly Google Ad Grant, HubSpot, Google Analytics. None of it was connected, so nobody could answer which of it was working. Six months turning four platforms into one measurable system, then documenting it and handing it back so it kept running without me.

Three CRM builds at three starting points: a mature donor community re-energized, a brand-new mission brand launched, and a platform stood up before its product had a single user. Segmentation, automation, deliverability, and email worth opening, with every program built to keep running after handoff.

Two Google Ad Grants rebuilt from idle to near the $10,000 monthly cap, and the measurement rails a commercial launch spent against from day one. Negative keywords, conversion bidding, compliance floors held with room, and returns counted in confirmed revenue.

One of the DC region's largest credit unions needed its digital presence to catch up to the institution, and then to carry the biggest brand moment in its history: naming rights to the Washington Commanders' stadium, now Northwest Stadium. Led the brand, website, and marketing, from the template system to the co-brand lockup to the sweepstakes.

An organization championing diversity in the advertising industry, whose credibility rests on how it speaks. I've been their lead digital designer since 2021: 250+ pieces across social, plus the video, animation, print, and live event work that the same voice has to survive.

The Ad Council's youth mental-health campaign had years of assets but no unified social voice or visual language. I defined both, a voice built on four tenets and a visual system built on an ownable yellow, a recurring character cast, and a messaging motif, then produced a year of content against it: statics, carousels, and reels.

A new head of marketing wanted a brand ethos, not another campaign. Embedded through Bravely to define the positioning and voice, build the visual language, and produce the executions that proved it worked. The theme was Scratch and Claw: the jaguar isn't the biggest cat, it just has the strongest bite and nobody's watching.

A national campaign has a brand. What it doesn't have is a version of itself that a specific person in a specific community feels was made for them. Across two cycles, I built the visual languages that closed that gap: ad sets, takeovers, site theming, and video for young urban digital audiences.

They don't sell lenses to you. They sell them to your optometrist, who decides what goes in your eye. Two audiences, two arguments, one brand: a 24-page catalog carrying peer-reviewed research and per-product legal language, and a consumer campaign about screen time that ends in the provider's hands.

A nonprofit I know was frustrated with their conference app, and the reason turned out to be structural: their gathering is the emotional center of their year, running on software built for corporate summits and wiped clean every twelve months. So I built the alternative. Strategy, brand, UX, pricing, and the code.

About sixty percent of a site audit is mechanical: missing metas, broken links, absent alt text, Core Web Vitals. The other forty is judgment, and it's the only reason anyone hires me. So I built the machine to eat the sixty, and drew a hard line around the forty.