About

Working the floor at Papyrus, I learned how a brand actually lives in physical space. When social media started mattering for retail, I made myself the person who could bridge it. Taught myself the tools, built the workflows, started connecting the print team to the digital team because nobody else was doing it and the gap was obvious.

That gap is still the thing I care most about.

At In-Shape I ran the whole channel mix myself: photography, video, animation, email, social, in-store. Not because I had to, but because I wanted to understand every part of it before I tried to lead any of it. Once I knew I could execute across all of it, I started deliberately moving toward the other side. Strategy. Brand architecture. The decisions that creative has to answer to.

At Bio-Rad that shift became the job. I went from Sr. Digital Art Director to Web Project Manager to Digital Strategist, and through all of it I never stopped making things. The creative output just fed into something bigger: content systems, global web strategy, campaign frameworks across multiple business units. I could sit in a strategy conversation and know what was actually buildable. I could sit in a creative review and know what the business needed it to do.

Most creative directors come up through one lane. I kept switching lanes on purpose, and I think that's what makes the difference when teams are misaligned and nobody can figure out why the work isn't landing.