I turn what a brand means into what it does.

Cox needed an answer to a deceptively simple question: why Cox? A residential value proposition that could hold its shape across mass media, digital, retail floors, and the people who sell face to face. Our brand standards had been playing the role of a creative platform, and we needed a clear creative foundation to guide everything the brand did.

The easy read was a campaign assignment. But a campaign is not a platform. Without architecture, every channel translates the brand promise differently. Longevity requires a system that accounts for consumer context and human behavior.

The creative platform did not come from a brief alone. I worked with the SVP of Brand and internal Brand Studio stakeholders across the entire process, from initial research through workshops, focus groups, and platform selection. I authored the comms strategy, the core document that mapped the messaging architecture, the ecosystem, and the channel priorities, and that guided how the platform reached the market, and reached our own people first. From there, I joined the team that integrated with a large-scale ad network creative agency to bring it to launch: the briefs for the macro visual identity system, and all the work that scaled beyond broadcast creative, from paid and owned social to digital display to OOH, and even an anamorphic board on the Las Vegas Strip.

The proposition launched internally first, because frontline belief precedes external impact. Our people needed to understand and embody it, to make it more than another press release. The internal launch phased through the touchpoints that matter most to employees, and the work was a category winner at the 2025 ANA In-House Agency Awards.

131 retail stores, each with different layouts, different customer bases, different needs. The unifying thread: most people dread going to ISP retail stores. And yet the highest intent audience the brand will ever have is already standing inside the building.

Retail is usually merchandising. In reality, a store is media. Every square foot builds or spends brand equity.

I shaped creative strategy for all 131 stores, defining how the brand shows up at the window, on the floor, and at the counter. The strategy mapped messages to what we call rings of engagement: zones of retail behavior that put the right message where it works hardest. It balanced the promotional needs of our mobile offering with the brand-building opportunity of our largest, most interactive creative canvases.

68% of customers reported being highly satisfied with their experience in a Cox retail store, the clearest sign the strategy translates into how people actually feel walking out the door. Our holiday campaign proved the system holds under peak pressure, and when A Step Ahead arrived as the brand's new creative platform, the store was central to its launch and its early momentum.

Cox Communities sells connectivity to the people who choose it for everyone else: property managers and developers deciding for thousands of doors at once. A B2B purchase with B2C consequences.

It looked like a considered purchase campaign. But this audience does not buy bandwidth: they buy fewer resident complaints, fewer move-outs, and confidence in a decision they're making for people who will never get a vote. And they are not just deciding for today's residents. They are deciding for the next generation, whose bar for internet is only getting higher.

I authored the brief and led the process for a new brand platform. I guided development of a brand video that speaks the language of decision-makers.

Brand social, competing for attention priced by performance markets.

Social is entertainment. It doesn't drive business like other marketing channels, because it's not like them. Social is the most personal, 1:1 relationship a brand can have with a consumer. People engage with brands that show up, stand out, and make them feel something, if they engage with brands at all.

A platform-first content strategy. Scrappy speed and high craft coexist in one system. Both ship without breaking the brand.

A 10% lower CPM than paid social benchmarks. The work was made for where it ran.

Before Cox, I spent four years as a VP leading communications strategy at 22squared, growing the team from two people to ten, five of them direct reports. I guided more than $25M in paid social and influencer investment for Southeast Toyota, and more than $100M per year across all channels. Working with media planning leadership, I helped direct budget toward test-and-learn work, the strategy behind Shock of Recognition, which won Gold at both the Effies and the Jay Chiat Awards.