Interviews rarely leave enough time for the real stories behind the results. You have likely already seen my LinkedIn profile. This is where I provide the context behind the numbers, minus the corporate small talk.

I have been acting as a fractional CMO and strategic consultant for growth-stage startups. I am currently building a flagship content and newsletter ecosystem for Playmaker Sports Media to differentiate them in a crowded adtech market. I have sharpened my perspective on where I add the most value, and I am now looking to join a team for the long term.

I do not view experiential as a separate channel. It is a core strategic asset. Managing 50 global programs a year taught me how to understand real customer behavior in real-time. I use that customer-first lens to build go-to-market strategies that actually resonate. It is the difference between guessing what an audience wants and knowing because you have stood in the room with them.

Most people think of events as top-of-funnel brand awareness. I use them as mid-funnel accelerators. By designing high-stakes environments for executive dialogue, I help teams move deals from "considering" to "closed" significantly faster. At Magnite, this approach helped increase enterprise deal flow by 25% year-over-year.

I am a strategic partner to sales leadership. Rather than simply fulfilling requests for sales materials, I help teams evaluate the most effective ways to capture customer attention. At Magnite, I launched an executive advisory program specifically to deepen C-suite trust. This partnership resulted in a 36% increase in multi-company deal activity. I align marketing and sales to ensure every touchpoint supports high-velocity revenue growth.

It means I never prioritize vanity metrics over business outcomes. I look for the story beneath the surface that makes a product monetize. Whether it is turning the CLIO Awards into its most profitable version in history or scaling a startup's social engagement by 400%, every creative decision I make is tied to a P&L goal.

I have a results-driven relationship with data. At InMobi, I led a storytelling initiative that used AI and privacy data to drive a 150% increase in enterprise leads. I prioritize the metrics that prove qualified pipeline lift and customer retention. I like data that tells a story and dictates a clear commercial action.

I focus on narrative architecture and operational unity. During the Rubicon Project–Telaria merger, I partnered with executive leadership to unify messaging and visual systems across five continents. The priority is clarifying the new identity immediately to maintain customer trust and employee morale. I build the systems that make a new organization feel like a single, cohesive entity from day one.

I am a stabilizer. I have navigated complex transitions, including brand integrations for billion-dollar mergers. I have led rapid operational pivots, such as reimagining the Shorty Awards as a digital-first experience during a global pandemic. That pivot reduced production costs by 80% while expanding our reach by 200%. I stay steady so the team can focus on execution.

A brand is more than a logo. It is the feeling people associate with you before they ever buy. If we are going to spend a dollar on a campaign or an event, it must be worth remembering. "Just getting through it" is a waste of resources. I build the systems that ensure every interaction moves a customer closer to action.

That I once lost a $20MM yacht and had to find a replacement in under three days. That Jon Hamm is the only celebrity I ever asked for a photo, and he told me he was disappointed in me. That I got HBO Nordic to premiere the final season of Game of Thrones in a Viking longhouse outside Reykjavík. That I once called 911 because I thought a guest at my event had died, though he was just a very deep sleeper. And that I convinced 200 people in New Orleans to skip open bars and walk eight blocks by throwing them a surprise parade.