Selected Work
& Impact
Every organization faces different challenges. Some involve growth, others require alignment, prioritization, or a new way of thinking about a problem. The examples below highlight a selection of work that shaped my perspective and demonstrate how I approach opportunities, decisions, and execution across different business environments.
Mars Global Growth Opportunity
The Challenge
Large-scale business pitches are rarely just about presenting ideas. They're about helping an organization see a path forward, align around a vision, and trust that the team in front of them can deliver it.
Publicis was competing for a major global Mars opportunity valued at roughly $2 billion. The process involved multiple stakeholders, evolving priorities, compressed timelines, and significant organizational complexity. As the pitch progressed, new information emerged, priorities shifted, and elements of the narrative required refinement to better reflect the client's needs and expectations.
The challenge was creating a compelling story that brought together strategy, business objectives, and execution in a way that felt both ambitious and achievable.
My Role
As part of the global growth team, I helped shape the strategic narrative behind Publicis's recommendation to Mars. One of my key areas of focus was identifying the audience data and insights that could tell us something meaningful about the opportunity, beyond what was already evident in the business brief.
I wanted the story to reflect more than Mars's ambitions for its brands. It also needed to demonstrate an understanding of the people buying and experiencing those brands, what mattered to them, and how meeting their needs could contribute to long-term business success.
Working closely with colleagues across disciplines, I helped connect those insights to the strategies and capabilities Publicis was bringing forward. That meant looking critically at the information we had, identifying gaps or opportunities in the narrative, and finding ways to bring different perspectives together into a story that was both compelling and credible.
Approach
A pitch of this scale brings together an enormous amount of thinking, research, and expertise. The challenge is knowing what deserves attention, how the pieces connect, and what will ultimately matter to the people making the decision.
We started with the audience. Understanding the relationship between Mars's brands and their customers gave us a stronger foundation for explaining where growth could come from and what Publicis could contribute to making that happen.
I worked with teams across the pitch to evaluate the insights, strengthen the connections between recommendations, and make sure the capabilities we were presenting had a clear purpose within the larger story. Each element needed to help answer a bigger question: how could Publicis help Mars build stronger brands while creating better experiences for the people those brands serve?
As the pitch evolved, so did our thinking. New information and changing priorities meant revisiting assumptions, adjusting the narrative, and making difficult choices about what to emphasize. Keeping the story focused without losing the depth behind it was an important part of getting to a recommendation everyone could stand behind.
Outcome
Publicis ultimately won the global Mars account, valued at just under $2 billion.
It was a significant achievement for everyone involved, particularly given the scale of the opportunity, the number of teams contributing, and the complexity of bringing so many perspectives into one recommendation.
For me, one of the most valuable aspects of the experience was seeing how audience understanding could help shape a stronger business story. The pitch needed to demonstrate more than what Publicis was capable of delivering. It needed to make a convincing case for why those capabilities mattered to Mars, how they could support its brands, and what they could mean for the customers behind the business.
Being part of a team that brought those connections together into a winning recommendation was an experience that stayed with me.
Key Takeaway
A compelling business story starts with understanding who it's ultimately meant to serve.
The strongest part of a recommendation isn't necessarily the biggest idea or the most impressive capability. It's being able to show why that idea matters, what it means for the customer, and how it can contribute to the business's success.
That experience reinforced something I've carried throughout my career: good strategy connects the needs of the business with the needs of the people it serves. When those connections are clear, the story becomes much more convincing.
Dove Self-Esteem Project
The Challenge
For more than two decades, Dove has challenged conventional beauty standards and invested in helping young people develop healthier relationships with their appearance. The Self-Esteem Project has been an important part of that commitment, addressing the pressures that shape how girls see themselves and what they feel confident enough to do.
One of those pressures was becoming particularly visible in sports. As girls enter adolescence, changes in body image, social expectations, and self-confidence can influence whether they continue participating in activities they once enjoyed. Research highlighting the number of girls leaving sports brought greater attention to a problem that extended well beyond physical activity.
For Dove, the opportunity was to address that experience in a way that felt true to the brand's purpose while giving girls and their families something meaningful to take away. It wasn't enough to tell young people to feel confident. The campaign needed to acknowledge the pressures they were navigating and connect them to resources that could help make a difference.
There was also a creative and commercial challenge. The message needed to resonate emotionally with consumers while translating across campaign channels, retail environments, and partner touchpoints without losing its authenticity. The goal was to make an important cultural conversation accessible, relevant, and actionable wherever people encountered the brand.
My Role
I led the Brand Category team responsible for translating Dove's masterbrand campaigns into strategies and creative experiences that would resonate with shoppers across retail environments.
Working closely with creative, strategy, brand, and retail/vendor teams, I guided the development of shopper strategy and creative across campaigns, including initiatives supporting the Dove Self-Esteem Project.
A significant part of my role was bringing perspective to the different priorities and ideas coming from both the client and agency teams. The brand story needed to remain recognizable and true to its purpose, but it also had to make sense in the context of shopping, where people's motivations, expectations, and interactions with the brand can be very different.
I helped bridge those perspectives, challenging and refining ideas where needed to ensure we weren't simply adapting a masterbrand campaign for another channel. We were making it relevant to the shopper while preserving what made the original story meaningful.
Approach
Dove's Self-Esteem Project already had a powerful foundation. The challenge for our retail teams was finding ways to carry that story into the shopping experience without reducing an important conversation about confidence and self-image to another promotional message.
I approached this by considering how the campaign would be experienced from the shopper's perspective. What would make the message relevant in a retail environment? How could we maintain the emotional connection of the masterbrand campaign while giving shoppers a clear reason to engage? And how could the creative feel like a natural extension of Dove's purpose rather than something disconnected from it?
Those questions informed how I guided the strategy and creative development with our teams. I worked closely with colleagues across brand, creative, strategy, and retail to evaluate ideas, navigate competing perspectives, and strengthen the relationship between the campaign's broader message and its execution across shopper touchpoints.
The confidence-in-sports initiative was especially meaningful because it addressed a challenge many girls experience as they grow older: the growing influence of body image and social pressure on their willingness to participate in sports. Our responsibility was to bring that message into retail with the same care and authenticity as the larger campaign, while connecting shoppers and families to resources that could support the conversation beyond the point of purchase.
Throughout development, I focused on keeping the creative grounded in both the brand's intent and the shopper's reality. That balance mattered. A campaign could be creatively compelling and strategically sound at the masterbrand level, but it still needed to connect with people in the environments where our retail teams were bringing it to life.
Outcome
The Dove Self-Esteem Project continued to build on its reputation as one of the brand's most recognizable and meaningful initiatives. The confidence-in-sports campaign, including its Super Bowl activation, brought national attention to the pressures that can push girls away from sports and the importance of helping them feel confident enough to keep participating.
For our retail teams, the opportunity was to extend that conversation into the places where shoppers encounter Dove every day. We helped carry the campaign's message beyond traditional brand communications, creating shopper-facing experiences that connected Dove's commitment to self-esteem with the concerns and experiences of real families.
I'm particularly proud of how we brought different teams and priorities together without losing sight of the people the campaign was intended to reach. The result was a more connected expression of Dove's purpose across brand and retail touchpoints, with creative that respected both the message and the shopping environment.
Key Takeaway
A powerful brand idea doesn't automatically translate into a powerful shopper experience. The context changes, people's motivations change, and even the most compelling message needs to earn its place in that environment.
This experience reinforced the importance of understanding what each part of the marketing ecosystem contributes. The masterbrand creates meaning and emotional connection, while shopper marketing has the opportunity to make that connection relevant in the moments when people are considering and choosing a brand.
The best outcomes come from respecting both perspectives. Staying true to the larger brand story matters, but so does knowing when to challenge an idea, adapt the creative, or advocate for what shoppers actually need. That's where thoughtful integration makes a difference.
Driving Growth Across International Markets
The Challenge
Growing a business across international markets comes with an interesting challenge: what makes sense in one market doesn't necessarily translate to another.
Each region had its own commercial priorities, customer expectations, competitive conditions, and ways of approaching growth. Teams were responding to the realities of their individual markets, but those differences also made it difficult to see the bigger picture. Successful initiatives weren't always easy to compare, similar challenges were being approached in different ways, and opportunities to learn from one another could get lost.
As the business continued to expand, we needed a better understanding of what was happening across markets. Where were we seeing meaningful progress? What was actually driving performance? Which approaches could be applied more broadly, and which needed to remain specific to local conditions?
The challenge wasn't to make every market operate the same way. It was to establish enough consistency in how we evaluated opportunities, planned initiatives, and measured success that regional teams could make more informed decisions while retaining the flexibility their markets required.
Getting that balance right was important. Too much standardization could overlook the realities of individual markets, while too little made it harder to identify patterns, share successful approaches, and direct resources toward the opportunities with the greatest potential.
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My Role
As Senior Manager, International Marketing & Growth, I worked closely with teams across multiple regions to understand the challenges they faced, identify opportunities for growth, and develop practical solutions suited to their individual markets.
A significant part of my role involved connecting directly with local teams and learning how their businesses functioned day to day. I wanted to understand more than what the performance reports could tell us. That meant conversations about their customers, the economic conditions shaping their markets, the systems they relied on, and the operational challenges that could either support their ambitions or hold them back.
Those firsthand perspectives helped me identify differences that weren't always obvious when looking at the business from a broader regional or global level. I worked alongside the teams to understand where existing processes were creating friction, where additional support was needed, and how we could develop solutions that made sense for their circumstances.
My responsibility was to help connect those local realities to broader growth priorities without losing the distinctions that made each market unique.
Approach
One of the things I recognized early was that understanding market performance meant understanding the people and systems behind it.
A market could appear to be underperforming when, in reality, its team was navigating economic pressures, operational limitations, or customer expectations that weren't reflected in the numbers. Likewise, an approach delivering strong results in one region wouldn't necessarily produce the same outcome somewhere else.
I spent time speaking with local teams about how they operated, the customers they served, and the challenges they encountered in their everyday work. Those conversations helped reveal where existing systems were supporting growth and where they were creating unnecessary barriers.
From there, I collaborated with the teams to develop and refine processes that addressed their specific needs. The goal was to make planning and execution more effective without assuming every market needed the same solution. Where there were opportunities to share successful practices or create greater consistency, we pursued them. Where local conditions required a different approach, we made room for that.
This also gave us a more informed basis for evaluating performance and discussing priorities across regions. Instead of relying on comparisons that didn't always account for local differences, we could have more useful conversations about what each market needed to succeed, where improvements were possible, and how resources could better support those opportunities.
For me, the most important part was making sure the people responsible for delivering the results had a voice in shaping the solutions. Their knowledge was essential to understanding the challenges, and their involvement made the changes more relevant to how the business actually operated.
Outcome
The changes we developed with regional teams contributed to a 21% improvement in activation performance across participating markets.
Beyond that measurable improvement, we gained a much clearer understanding of what was influencing performance in each region. The conversations and collaboration helped us recognize where existing processes needed attention, which challenges were specific to local conditions, and where successful approaches could inform improvements elsewhere.
For the teams, this meant having systems and planning processes that better reflected how their businesses actually operated. It also created a stronger foundation for discussing priorities, evaluating opportunities, and making decisions about where resources could have the greatest impact.
I was particularly proud that the improvements came from working with the people closest to the business. Their firsthand knowledge helped shape solutions that addressed real challenges, and the results demonstrated the value of taking the time to understand those realities before deciding what needed to change.
Key Takeaway
Numbers can tell you where something is happening, but they don't always explain why.
This experience reinforced how important it is to understand the people, conditions, and systems behind business performance. What appears to be a straightforward operational problem can look very different once you understand the economic realities, customer expectations, and everyday challenges influencing a particular market.
It also taught me that consistency doesn't have to mean uniformity. Teams can work toward shared business goals while using different approaches that reflect their local needs. Some of the most effective improvements come from asking better questions, listening to the people closest to the challenge, and building solutions with them rather than for them.
Finding Growth in Established Brands
The Challenge
Growth takes on a different meaning when you're working with some of the world's most established consumer brands.
Brands like Dove, Degree, Dollar Shave Club, Knorr, and Ben & Jerry's already had strong identities, loyal customers, and significant market presence. Each also operated in categories with their own competitive pressures, shopping behaviors, and opportunities for growth. What made sense for a personal care brand wasn't necessarily going to work for a food brand, and even brands within the same category could be facing very different challenges.
The question wasn't simply how to reach more people or sell more products. We needed to understand where meaningful growth opportunities existed, how consumer expectations and shopping behaviors were changing, and what each brand could do to remain relevant while strengthening its commercial performance.
That meant looking beyond broad brand awareness or established market position. Where were consumers changing their habits? How were competitors responding? What was happening across retail channels that could influence purchasing decisions? And where might the business be overlooking an opportunity because it was approaching a familiar category in a familiar way?
With multiple brands, stakeholders, and business priorities involved, identifying an opportunity was only part of the challenge. We also needed to determine which ideas deserved attention and investment, and how to bring brand, customer, creative, and commercial teams together around plans that could realistically be executed.
The challenge.was in knowing where to focus. Every brand had opportunities, but not every opportunity was equally valuable, relevant, or achievable.
My Role
Working across Unilever's portfolio of established consumer brands, I helped identify and develop growth opportunities by connecting what we were seeing in active campaigns with changing shopper behavior, category dynamics, and the priorities of individual brands.
Being closely involved in campaign development and execution gave me a perspective that went beyond planning documents and performance reports. I could see how programs were coming to life, how shoppers were responding, and where there might be opportunities to build on something that was already working or take an entirely different approach.
I used those observations to bring new ideas forward across the portfolio, helping shape activations, promotions, and campaigns designed to create incremental growth. Sometimes that meant finding more potential within an existing initiative. Other times, it meant recognizing that a familiar approach had run its course and proposing something new.
My relationships with clients were an important part of making those ideas possible. Building trust through collaboration and a strong understanding of their businesses gave me the opportunity to challenge assumptions, recommend new directions, and gain support for initiatives that moved beyond established routines.
Across brands and categories, I worked closely with client, creative, strategy, and commercial teams to turn those opportunities into programs that could be brought to market.
Approach
One of the advantages of working closely with campaigns is that you start to notice things that aren't always obvious when you're looking at a business from a distance.
You see which ideas connect with shoppers, where an activation has more potential than originally anticipated, and where a program might be following an established formula simply because that's how it's always been done. Those observations can reveal opportunities that don't necessarily appear in the original brief.
I paid close attention to how campaigns performed in real time, looking for patterns, gaps, and unexpected opportunities across the brands I supported. That perspective helped me think beyond the immediate deliverables and consider what else we could do to strengthen an existing initiative or create something new.
Of course, a promising idea still needs to make sense for the brand and its business. I considered the audience, category, retail environment, commercial priorities, and available resources when developing recommendations. An approach that worked for Dove wouldn't automatically make sense for Ben & Jerry's, and an idea that looked exciting creatively still needed a credible reason to exist.
Because I had established trust with the client, I could bring forward ideas that weren't necessarily part of the original plan, explain the opportunity I was seeing, and work with clients and internal teams to determine what was worth pursuing.
That led to new activations, promotions, and campaign opportunities designed to deliver incremental growth instead of relying on the same playbooks year after year. For me, the value was in staying curious about what was happening in the market and being willing to act on what we learned, even when it meant reconsidering an approach that had worked before.
Outcome
Across the portfolio, the initiatives I helped develop contributed to more than 31% market share growth across priority categories, alongside new opportunities to strengthen brand relevance, shopper engagement, and commercial performance.
Some of the most rewarding outcomes came from recognizing potential that hadn't been part of the original plan. An existing campaign might reveal an opportunity for a new promotion, or a shift in shopper behavior might inspire an activation that approached the category differently. Being able to turn those observations into actual programs meant we could pursue growth opportunities as they emerged, rather than waiting for the next planning cycle.
I'm proud of the range of ideas we were able to bring to market and the role I played in identifying and developing them. The experience demonstrated that even established brands, with years of successful marketing behind them, can find new ways to grow when they're willing to look beyond what's familiar.
Connecting Customer Needs to Business Decisions
The Challenge
In the juvenile products category, purchasing decisions carry a different kind of weight. Parents and caregivers are looking for products they can trust, often while navigating unfamiliar choices, changing family needs, and a marketplace filled with competing promises.
At Dorel Juvenile, I worked across multiple product categories and major national retailers during a period of shifting consumer expectations and changing market conditions. Each category brought different considerations, from the features and benefits customers valued to how products were positioned, compared, and purchased.
For the business, there was no shortage of potential opportunities. New products, emerging consumer preferences, competitive activity, and retailer priorities all created possibilities for growth. The challenge was understanding which opportunities genuinely deserved attention and where investment could deliver the greatest value.
Those decisions required more than identifying a promising product or responding to a retailer's immediate request. We needed to consider how customer expectations were evolving, what competitors were bringing to market, how individual products fit within the broader portfolio, and where the interests of consumers, retail partners, and the business aligned.
The goal was to make informed choices about where to focus, how to position our products, and which opportunities could strengthen the business while addressing what customers actually needed.
My Role
As Senior Manager, Retail Marketing Strategy & Operations, I led retail marketing efforts across the Southeastern and Mid-Atlantic United States, overseeing initiatives spanning multiple states, cities, retail partners, and product categories.
My responsibilities included managing retailer relationships, leading collaborative marketing initiatives, and ensuring that Dorel's brand and commercial priorities translated into relevant experiences for the customers shopping in each market.
Working across such a broad region gave me firsthand insight into how much consumer expectations could differ from one market to another. I spent time understanding the local competitive landscape, the retailers serving each community, and the considerations influencing parents and caregivers as they evaluated products for their families.
That perspective helped me make more informed decisions about brand positioning and marketing opportunities. A customer seeking premium products and elevated features might approach a purchase very differently from a family focused on practicality, affordability, and everyday convenience. Both audiences mattered, but reaching them effectively required understanding their priorities rather than assuming the same message would resonate everywhere.
A significant part of my role was bringing those perspectives together, balancing Dorel's business objectives with retailer priorities and the realities of the customers we were trying to reach. I worked across internal teams and retail partnerships to develop marketing initiatives that supported the business while making sense for the individual markets we served.
Approach
One of the most valuable things I learned from managing such a large territory was how much a market can change when you look beyond its broad geographic or demographic profile.
Two cities within the same region could have very different retail environments, competitive pressures, and consumer preferences. Understanding those differences required paying attention to what was happening locally, how retailers were positioning their assortments, and what influenced parents as they compared products and made purchasing decisions.
I looked closely at the relationship between the products we offered and the customers shopping for them. For some families, premium features, design, and lifestyle considerations played an important role. For others, value, functionality, and practical needs carried greater weight. Those differences could influence which products deserved greater visibility, how we communicated their benefits, and what kind of retail marketing would be most relevant.
Competitive intelligence was another important part of that understanding. Seeing how other brands were positioned across retail environments helped me recognize where Dorel could stand apart, where expectations were shifting, and where our approach needed to reflect the realities of a particular market.
I used those insights to help shape regional marketing priorities, retailer collaborations, and brand positioning across the territory. The goal was to create a stronger connection between what Dorel wanted to accomplish commercially and what consumers were actually looking for, while accounting for the priorities and opportunities of each retail partner.
Managing markets with such different customer profiles taught me to look beyond a national brand message and consider how that message would be received in a specific place, by a specific audience, at a particular point in their purchasing journey.
Outcome
Leading retail marketing across the Southeast and Mid-Atlantic gave me the opportunity to help Dorel strengthen its presence across key national retail accounts while supporting continued revenue growth throughout the region.
By developing a deeper understanding of individual markets, we could make more informed decisions about how to position our brands, where to focus marketing efforts, and which opportunities made the most sense for different retail partners and customer audiences.
The value of that approach was in its relevance. We weren't asking every market or shopper to respond to the same message. We could account for differences in purchasing priorities, competitive conditions, and retail environments while still supporting Dorel's broader business objectives.
I'm proud of the perspective I brought to those decisions and the collaborative initiatives we developed. Managing such a diverse territory demonstrated how a more nuanced understanding of consumers and local markets could help connect national brand priorities with opportunities at the regional level.
Key Takeaway
A national brand doesn't necessarily have a national audience with identical needs.
Working across the Southeast and Mid-Atlantic reinforced how much geography, lifestyle, purchasing power, and local retail environments can influence the choices people make. Even within the same product category, consumers may be looking for very different things, and those differences deserve attention.
For me, effective retail marketing means understanding those distinctions and knowing how to apply them. A brand can maintain a consistent identity while being thoughtful about how it shows up for different audiences.
The closer you get to understanding the people making the purchase, the better equipped you are to make decisions that serve both the customer and the business.