I build brands people feel a part of, and I make that the engine of how they grow.

For fifteen years I've worked in categories where trust and identity are crucial: fintech, luxury, and consumer retail. What I've learned is that the strongest brands aren't the ones people simply buy. They're the ones people see themselves in, feel part of, or turn to for something they couldn't find anywhere else. That feeling is the most durable growth lever a business has, and increasingly it's the thing that makes every other marketing dollar work harder.

At Affirm I was the first senior brand hire and built the brand function into a full operating system from positioning, creative platform, paid and social strategy to measurement with a $20M P&L. In that time, active consumers grew from 7.1M to 26.8M. The work I'm proudest of is how brand and performance came to run as one engine, driving full funnel impact for both Affirm and merchant partners. I built the creator engine that drove 44% of paid-media GMV, turning everyday customers into the people who sold the brand to everyone else, and I connected brand investment to the acquisition metrics finance already trusted, so brand kept earning its place in a performance-first culture. The unlock was that we built a brand people believe in, making acquisition more effective, conversion easier, and growth compound instead of reset every quarter.

Before Affirm, five years at Saks Fifth Avenue taught me the same lesson at the other end of the market. I turned the store's highest-value clients into a loyal community, built around access and experiences money alone couldn't buy, and lifted their spend 54% in a year. This was a HNW audience, but the same approach: find what people want to feel part of, build it with intention, and connect it to growth the business can measure.

The way I work starts with insight. I dig through the data and listen closely to the people who know the brand best, its customers and the team around it, to find the truth that connects them. Then I turn that truth into a strategy the whole company can move behind: a clear position, a throughline that holds across every channel and campaign, and an architecture that makes each piece of work build on the last instead of starting over. That includes the operating systems that let good work scale, like the AI-enabled creative model I built to help a lean team produce more without fragmenting the brand. Vision only matters if it scales, so I build the teams and the systems that carry it, and I lead from inside the work, in the brief and the creative as much as the plan.

The brands worth working on have usually already found who they are. What they need next is someone who can grow them without flattening the reason people loved them in the first place.

That's the work I want to keep doing: taking a brand people already believe in, and building the belonging, the strategy, and the systems to scale it into the next era of growth.