I learned marketing where a bad launch cost eight figures.Now I use it where a bad quarter costs you the year.

I'm a fractional CMO with over 20 years of marketing experience, specializing in brand and digital marketing. Nineteen of those years were spent at global brands. The last six have been spent with small businesses and growth-stage companies.

My marketing career started when my kids were still theoretical.

Fresh out of college I went agency-side — jet-setting across the country building campaigns for New Balance, Maybelline, Mastercard, and many more. It was the era when you learned by doing it badly in front of people with opinions. Best training I ever got. Best people I ever worked with.

Then my son arrived, the travel math stopped working, so I laced up and took my shoe-business experience brand-side at Reebok. I got there just in time for adidas to buy the company — which is a polite way of saying I watched one very large organization try to absorb another. I learned more about organizational dysfunction in that stretch than in any job before or since: how fast marketing stalls when nobody's sure who decides. It's unexpectedly relevant every time I talk to private equity, because that failure mode looks identical in a portfolio company at a hundredth of the scale.

Then a job in toys came knocking. Shortly before my daughter arrived in the world.

Thirteen years at Hasbro. Superheroes, Disney princesses, My Little Ponies, Monopoly, and Play-Doh in every crevice of my house. I ran global e-commerce, managed the Transformers and G.I. Joe franchises, and led digital marketing and product development for some of the most beloved brands and most passionately unhinged fan communities on earth. If you've never had 40,000 people publicly dissect your product decision within an hour, you haven't really been marketed at.

What Hasbro taught me is the thing I actually sell now: rigor. Research before campaigns. Positioning before creative. Testing before scaling. Someone accountable for the number. It isn't glamorous and it isn't proprietary. It's just what large companies do because a bad quarter costs them nine figures — and it's almost never what small companies do, because nobody ever showed them how.

So in 2020 I decided it was time to start my version of a masterclass, and I went and showed them.

Since then: a B2B manufacturer that had never had a digital brand, a pediatric digital health company, a workforce platform, and a national marketplace where I stepped in as interim CMO. Different industries, same job — take the discipline that works at global scale, strip out the bureaucracy that made it expensive, and hand a smaller company a version that actually fits.

My story continues, and I'd like your business to be the next chapter.