I start by understanding how the department actually operates before deciding how it's supposed to. That means reviewing existing tools, workflows, reporting, team responsibilities, and how marketing connects to sales and other departments. From there, I identify what's working, what's creating unnecessary friction, and where improvements will have the greatest impact. I prioritize changes based on business value, available resources, and how easily the team can adopt them. I've found that introducing new technology or strategies is usually the easy part. Making sure people understand them, use them consistently, and see measurable improvements is where I have the opportunity to display my leadership and strategic ability the most. I employ a nurturing approach where I blend a series of gamified practical training/adoption workshops (to make the new info more digestible), with organic, casual conversation about the changes around the water cooler. I find that speaking about the projects informally, and with a smaller audience, often breeds more honest feedback than the sessions themselves. I am habitually growth-minded and inspired by crazy ideas. My goal is always to usher in stronger operations, clearer processes, and systems that continue delivering value long after implementation.

I've directly managed creative and communications teams of up to seven people, coordinated external vendors, and led projects involving multiple departments and executive stakeholders.At 1st Franklin Financial, I worked across seven departments to evaluate existing workflows, identify operational inefficiencies, and introduce improvements that strengthened collaboration. At Reliant Homes, I partnered with sales leadership, technology providers, and marketing vendors to implement new software, improve digital experiences, and introduce sales enablement tools. My leadership style is collaborative but accountability-driven. I believe people do their best work when expectations are clear, responsibilities are understood, and they have the resources and autonomy to deliver. I'm equally comfortable setting the direction, coordinating the moving parts, and getting directly involved when execution requires it.

I look for ways to make existing resources more productive before recommending additional spending or headcount.That starts with identifying which activities are producing meaningful results, which processes are consuming unnecessary time, and where relatively small improvements could make a significant difference.At Reliant Homes, I helped leadership redirect spending from traditional advertising toward more measurable digital channels and sales enablement tools without increasing the overall marketing budget. I've also developed workflows and automated nurture campaigns that helped smaller teams manage more opportunities without proportionally increasing their workload.I believe resource constraints can encourage better decisions when approached correctly. The key is knowing what to prioritize, what to simplify, what to automate, and what isn't worth doing in the first place.

I've worked with a broad range of marketing and operational technologies, including Google Analytics 4, Google Search Console, Meta Ads Manager, Meta Pixel, HubSpot, CRM and email marketing platforms, Zapier, Todoist Trello, and the Microsoft office Suite. My experience extends beyond using these tools individually. I've helped implement new platforms, establish reporting processes, coordinate integrations, develop automated lead nurturing workflows, and train teams on using technology more effectively. I'm particularly interested in how different systems work together. A marketing technology stack should reduce manual work, improve visibility, support better decisions, and make it easier for teams to execute consistently. I'm comfortable evaluating and learning new platforms, but I believe the value of any technology comes down to how well it solves a business problem.