Selected work
A few decisions that changed how the business worked.
I’ve spent most of my career in problems that do not sit neatly inside one department. These cases show what I saw, what I changed, and what happened once the new operating model was in place.
01
Capability ownership · Acquisition
Why I brought paid search in-house.
Paid search had become too important to manage at arm’s length. The move was about speed, visibility, economics and where the learning should live—not about being anti-agency.
73.5% improvementTrailing-12-month paid-search acquisition efficiency after the capability moved inside.
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02
Growth architecture · Revenue system
Building a growth model that started with revenue, not leads.
The organization could already see traffic and lead volume. What it needed was a model that showed whether demand could actually become revenue—and where the system would break first.
One operating modelDemand, qualification, conversations, capacity, conversion, economics and revenue viewed together.
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03
Digital transformation · Operating model
Turning a traditional media business into a digital-first operation.
The work was bigger than websites. It meant building acquisition, CRM, analytics, digital product, technology and revenue capabilities that could work together as part of the core business.
Cross-functional transformationMarketing, product, technology, audience/data and revenue capabilities built to work together.
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