I build creative organizations that do great work and don't fall apart when you leave the room.

That's been the job at every stage: agency, client side, startup, public company. The title and the budget have changed. The problem has stayed roughly the same. How do you build something with real standards, real range, and enough infrastructure that it scales without breaking?

At Toast, I've run brand & creative through hyper-growth and a $20B+ IPO. Grew the team from three to seventeen, built the systems that let five thousand employees stay on-brand, and directed the work through the moments that mattered most: the IPO, national campaigns, Investor Day.

Before that, I helped build Copper Giants, Liberty Mutual's in-house creative agency. Grew the creative team from eight to sixteen, insourced 80% of creative work, and increased unaided brand awareness from 17% to 30%.

Seven years at MullenLowe as VP, Creative Director before that. Google, National Geographic, Department of Defense. Cannes, D&AD, One Show, an Emmy nomination.

I started as a designer. I still think about craft first. But what I've spent a lot of my career actually doing is building the conditions for great work: hiring well, setting standards, and making sure the quality doesn't erode when things get busy and the pressure is real.