+ you ask yourself, well… HOW DID I GET HERE?

Enough with the alliteration… But, how about a full debrief? I’ve worked in the field of brand strategy, graphic design + marketing for over 2 decades, starting my career at Andersen Consulting (now Accenture), fresh out of design school. I was chosen to partner up with a Sr. Manager to explore a brand refresh with Landor leading the project. Through this eye opening experience, I realized that THIS was what I wanted to do. The access to the leading minds in brand strategy provided a masterclass (I’m talking David Aaker in house, people). From participating in workshops, conducting interviews, analyzing responses to evaluating potential brand strategies, I was provided the opportunity to learn + engage. How lucky was I? SO, SO LUCKY!

After the brand launch, implementation of the visual identity system, and training skads of marketers and design agencies around the world, I left to pursue life as a brand strategist at Scient, Inc.

The job was an absolute gift. I worked on project teams with the SMARTEST people (to this day) I have EVER met. My yearn to learn was voracious – Business Strategy, Customer Experience Strategy, UI/UX, Tech – I wanted to know it all. I was staffed on projects for AT&T, Johnson Wax Professional + Ingersoll Rand, to define brand strategies for new products, services + potential spin offs in the newly connected digital world. What an incredible experience. I absolutely loved it. And then, POP, the tech bubble burst.

I scored a few consulting gigs, 9/11 happened, I had a second kid + a couple more consulting gigs. But life was a struggle and I even had a dark time at a call center answering 411 at night for mobile companies. Trust me when I say that gen pop can be absolutely unhinged.

Thankfully, the call center was short lived. I landed a gig consulting for the American Orthopaedic Association for 6 months + then luck struck again. I joined a small startup  firm as the Marketing Director/Brand Strategist/ Web Designer/Content Strategist/Facilitator of many meetings + workshops – I wore a LOT of hats. Leadership gave me so much latitude to creatively define the brand + differentiate the company to compete with the Big 4 – it was a lot of fun + the company really stood out amongst its peers. I worked with some great people + honed my marketing skills. The company experienced success + growth + recognition + all the good things, eventually resulting in an acquisition by a much larger company.

Post acquisition, I joined Duff & Phelps’ (now Kroll) marketing department initially supporting the transfer pricing + tax practices. After a couple years, I was asked if I wanted to assume the role of global brand + creative leader (Uh, YES).

Initially, I realIy enjoyed the challenge + the work. I crafted a brand strategy refresh + implemented a rebranding of the visual identity system. I built a brand architecture + put a naming strategy for assets + digital products into place. Many acquisition rebrands followed + I learned a great deal about being a department head including how to lead a team of international designers + implement time + cost-saving processes. From a biz culture standpoint though, it was not a great fit. KPI’s were met, challenges were overcome, but vacations were cancelled + promises were broken.

Most recently I served as the marketing director for the Path to Purchase Institute. The role consisted of creating many, many themed event websites, creating many, many emails + social campaigns, + creating many, many recruiting campaigns for members, event attendees + sponsors. This leads me to my next act.

Enough with the alliteration… But, how about a full debrief? I’ve worked in the field of brand strategy, graphic design + marketing for over 2 decades, starting my career at Andersen Consulting (now Accenture), fresh out of design school. I was chosen to partner up with a Sr. Manager to explore a brand refresh with Landor leading the project. Through this eye opening experience, I realized that THIS was what I wanted to do. The access to the leading minds in brand strategy provided a masterclass (I’m talking David Aaker in house, people). From participating in workshops, conducting interviews, analyzing responses to evaluating potential brand strategies, I was provided the opportunity to learn + engage. How lucky was I? SO, SO LUCKY!

After the brand launch, implementation of the visual identity system, and training skads of marketers and design agencies around the world, I left to pursue life as a brand strategist at Scient, Inc.

The job was an absolute gift. I worked on project teams with the SMARTEST people (to this day) I have EVER met. My yearn to learn was voracious – Business Strategy, Customer Experience Strategy, UI/UX, Tech – I wanted to know it all. I was staffed on projects for AT&T, Johnson Wax Professional + Ingersoll Rand, to define brand strategies for new products, services + potential spin offs in the newly connected digital world. What an incredible experience. I absolutely loved it. And then, POP, the tech bubble burst.

I scored a few consulting gigs, 9/11 happened, I had a second kid + a couple more consulting gigs. But life was a struggle and I even had a dark time at a call center answering 411 at night for mobile companies. Trust me when I say that gen pop can be absolutely unhinged.

Thankfully, the call center was short lived. I landed a gig consulting for the American Orthopaedic Association for 6 months + then luck struck again. I joined a small startup  firm as the Marketing Director/Brand Strategist/ Web Designer/Content Strategist/Facilitator of many meetings + workshops – I wore a LOT of hats. Leadership gave me so much latitude to creatively define the brand + differentiate the company to compete with the Big 4 – it was a lot of fun + the company really stood out amongst its peers. I worked with some great people + honed my marketing skills. The company experienced success + growth + recognition + all the good things, eventually resulting in an acquisition by a much larger company.

Post acquisition, I joined Duff & Phelps’ (now Kroll) marketing department initially supporting the transfer pricing + tax practices. After a couple years, I was asked if I wanted to assume the role of global brand + creative leader (Uh, YES).

Initially, I realIy enjoyed the challenge + the work. I crafted a brand strategy refresh + implemented a rebranding of the visual identity system. I built a brand architecture + put a naming strategy for assets + digital products into place. Many acquisition rebrands followed + I learned a great deal about being a department head including how to lead a team of international designers + implement time + cost-saving processes. From a biz culture standpoint though, it was not a great fit. KPI’s were met, challenges were overcome, but vacations were cancelled + promises were broken.

Most recently I served as the marketing director for the Path to Purchase Institute. The role consisted of creating many, many themed event websites, creating many, many emails + social campaigns, + creating many, many recruiting campaigns for members, event attendees + sponsors. This leads me to my next act.