Marketing Strategy and Leadership

• Digital Transformation Leadership
• Brand Strategy and Positioning
• eCommerce Marketing Strategy (Amazon/DTC)
• Paid Media Strategy and Optimization
• SEO Governance
• Mobile Product Strategy
• Integrated Campaign Development
• DOOH Advertising
• Social Media Brand Advocacy
• Traditional Marketing Strategy (TV/Mail)

Performance Optimization and Analytics

• Digital Performance Optimization
• Google Ads Management
• Google Analytics Management
• Customer Journey Optimization
• Marketing Automation

Client and Team Leadership

• Strategic Planning and Alignment
• Client Partnership Development
• Strategic Account Relationship Management
• Talent Development and Leadership

Flow Automotive

• Director of Digital Marketing and Video Production, 2023-Present
• Digital Marketing Director, 2022-2023

Hanesbrands

• Sr. Manager, Amazon Digital Marketing and Sales, 2020-2022
• Manager, Amazon Digital Marketing and Sales, 2018-2020

Tokyn

• Founder / Head of Marketing, 2018-2020

Altria Group

• National Key Account Manager, 2016-2018
• Marketing Business Unit Manager, 2015-2016
• Sales Development Associate, 2015
• Territory Sales Manager, 2013-2015

Digital Strategist#

Situation: Managing digital strategy, I saw a large need to improve the effectiveness of our campaign
performance across multiple channels, including Amazon, Google, Meta, and programmatic campaigns

Task: I developed a more comprehensive and efficient process to analyze campaign data from various
sources, identify key performance indicators, and leverage new data sources to gain deeper insights

Action: Utilized a holistic approach to identify KPI’s that most closely related to leads through
connecting data to performance between analytic sources

Result: Implementing a more comprehensive and data-driven approach to campaign performance
analysis, I improved the efficiency of our marketing efforts and driving better results. The new process
enabled us to make data-informed decisions, identify underperforming campaigns, and allocate
resources more effectively

Situation: Declining Tobacco category sales within a National Retail Chain by double digits two
straight years in same store sales

Task: Identify root causes of category decline and develop a marketing play with category
manager for the National Retail Chain

Action: Analyzed 500+ locations and local area pricing with the help of the advanced analytics
team and identified a trend involving the category assortment mix and pricing within those
areas that were not tailored by each specific store

Result: Created robust pricing, merchandising, and additional category SKUs that was
individualized on a store-by-store basis that increased sales 14% year over year and increased
category profitablity for retailer by 8%

Marketing Leader

Situation: Board Gaming industry had needs from gamers finding and meeting others that enjoy
playing similar games with 73% of gamers in 1,063 person poll saying they had trouble finding like-
minded gamers

Task: I developed an app that matched board gamers using a simple algorithm within a 20 mile radius
utilizing

Action: I developed an app, approved and published both within the App store and Google Play Store,
by working with a development agency that logarithmically matched board gamers with other board
gamers within a 20 mile radius utilizing and helping connect them through similar genre’s of board
games

Result: Within 2 months of launch, our app had over 2000 downloads with a 4.7 app rating and within
the first 90 days, there were over 400 board game meetups

Growth Strategist

Situation: Employee engagement was low through a company-wide survey with employees
indicating not being connected to the organization or understanding how their role connects to the
organization

Task: I took initiative in researching how to improve employee engagement and identified a formal
mentorship program can improve employee engagement AND retention

Action: I approached leadership requesting approval to send a survey to our organization and found
basis to start a pilot program with 40% of respondents indicating they did not feel connected to other
people in the organization and 37% of people not feeling like they understood their role and how it
contributes to the company. I led the pilot program that included a robust matching system and
curriculum to keep mentorship assignees engaged

Result: The company fully adopted the program across its 10,000 employees and included it as a key
part of their employee evaluations. This program is still running as of 2024.

Organizational Change