About
Brand work that earns its seat at the revenue table.
A short note on how I work, where I’ve worked, and the kind of marketing problem I’m most useful for.
The short version
I’m Chief Marketing Officer at Concord Servicing, a credit administration platform with more than $60 billion in assets under administration. Before Concord, I was CMO at Ubiquity, where we built one of the most respected names in tech enabled CX.
I’ve led marketing at Verizon and Amazon, ran the rebrand at Rauxa through its sale to Publicis, and spent six years as CMO at Ubiquity, where we grew ARR from $58M to more than $500M and built one of the few BPOs that PE buyers genuinely fight to own. Most of the last decade has been in CMO seats at companies whose boards expected the marketing function to behave like a finance function. That has shaped how I work. Pipeline math is a first language for me, and so is brand. I treat them as two halves of the same job because the businesses I’ve worked for could not afford to treat them any other way.
The companies I’ve helped build tend to share a profile. They are serious B2B businesses turning a corner, with a real customer base, a real number on the line, and a board that wants the next chapter to be bigger than the last. The work usually involves a sharper position, a story that holds up in a long sales cycle, and a demand engine that doesn’t collapse the first time the market gets tight.
I live in Brooklyn with my family and our French bulldog, Chloe. Outside of work, I take long walks with her on the days she actually wants to walk, and detour for a Pup Cup at Starbucks on the days she does not. I’m a fairly serious home cook and a recovering perfectionist about typography.
How I operate
A few things I believe about marketing.
Marketing should sit on the model.
Programs forecast, dollars earn their place on the financial model, and brand decisions track back to whether the company is worth choosing. Finance alignment is what gives marketing the authority to do its most ambitious creative work, not a constraint on it.
Brand and demand are one job, not two.
Treating them as separate teams produces work that nobody quite owns and revenue that nobody can quite explain. The CMOs who get the most leverage are the ones who run them as a single system with a shared model.
The best work shows up at inflection points.
Rebrands, repositions, scaling chapters, exits, transitions under new ownership: marketing earns its seat at the revenue table when the cost of getting it wrong is high and the upside of getting it right is durable. That’s where I do my most useful work.
Hire ahead of the curve, then get out of the way.
The leverage in this job comes from putting unusually capable people in seats slightly bigger than their previous ones, and pairing them with the operational discipline that makes their work reliable rather than heroic. I run small teams that punch well above their weight.
When I’m useful
I’m most useful to CEOs and boards who need marketing to behave like a serious operating function, particularly during a rebrand, a scaling chapter, a transition under new ownership, or the run up to an exit.
Most of what I do lives at the intersection of brand strategy, demand generation, sales enablement, and revenue operations. If you want to know whether your situation is a fit, the easiest thing is to write me a paragraph about what you’re trying to do and we’ll find half an hour.