I build clarity inside messy marketing environments.
I’m a marketing program manager with a track record of stepping into complex, high-volume environments and making them run better — through systems, structure, and a clear sense of what actually matters.
Systems thinker. Team player. Problem solver.
My work sits at the intersection of marketing, operations, and process design. I care about getting things right — not just checked off — and I build systems that teams can actually use after I’ve moved on to the next problem.
At Wingstop, a 3,000+ location brand, I’ve managed more than 250 concurrent marketing projects, built workflows from nothing, and earned buy-in from franchise partners across the country. I understand how to work with stakeholders at every level — from store operators to senior leadership — and I know that the best operational fixes come from listening before building.
I’m drawn to organizations where the work is genuinely complex, the mission is meaningful, and clarity is something the whole team is working toward together.
What I bring to the table
Four stories about how I operate
Each one reflects a different dimension of the work — speed, refinement, integration, and building from scratch.
Nationwide LTO Pivot
A limited-time offer campaign required a full pivot mid-flight. With stores across 3,000+ locations already in motion, the window to course-correct was tight and the cost of a misaligned rollout was high.
I compressed a standard 8-week LTO deployment timeline to under 2 weeks — coordinating across operations, digital, and brand teams simultaneously, without breaking existing workflows or creating downstream confusion for store-level partners.
The campaign launched on the revised timeline, stores had what they needed, and the process became a reference point for how to move quickly without losing alignment.
8-week deployment compressed to under 2 weeks — a one-time achievement with 3,000+ locations in scope.Local Store Marketing Playbook Rebuild
The existing local store marketing playbook was 140 pages. It was technically complete and practically unusable — so brand partners ignored it, and corporate spent time answering questions the playbook was supposed to answer.
I restructured and rewrote the playbook down to 40–45 focused pages. Not a condensed version — a more useful one. Every cut was a decision about what operators actually needed versus what had accumulated over time.
The revised playbook was adopted by 200+ stores and reduced the volume of one-off guidance requests to the marketing team.
140-page resource → 40-page tool, adopted by 200+ stores system-wide.Monday.com Workflow Architecture
The marketing team was scaling faster than its systems could handle. Asset volume had tripled, project counts were growing, and the existing approach — a patchwork of manual tracking and informal coordination — was becoming a liability.
I designed and built a Monday.com workflow architecture from the ground up: templates, dashboards, automations, and a resource allocation system that could support 35+ brand partners without requiring constant manual intervention.
The team scaled to 257+ concurrent projects with a 98% on-time delivery rate, and absorbed 3x asset growth without adding headcount for coordination.
257+ concurrent projects · 98% on-time delivery · 132% YoY operational scaling.Quarterly Local Levers Program
Brand partners needed a way to do local marketing — but there was no standard program. Every request was one-off: different vendors, different creative sizes, different processes. It was unsustainable at any meaningful scale across 2,600+ US stores.
I mapped the concept with my director, then built it end-to-end with a small cross-functional team. The result: a quarterly program offering four standardized local marketing tactics — direct mail, direct-to-guest, B2B, and school engagement — with one unified creative set per tactic and a clear, repeatable process for partners to follow.
Participation grew from 88 to 247 participating stores. One-off vendor requests dropped significantly. And the program delivered real results for operators.
4–5% direct mail redemption rate vs. a 2–3% KPI benchmark. Participation grew from 88 → 247 stores.What I believe about this work
A few things I’ve learned from working inside complex marketing environments that shape how I show up on a team.
Structure is a form of respect
When a workflow is unclear, the people closest to the work pay the price. Building good systems isn’t overhead — it’s how you protect people’s time and make the work sustainable.
Adoption matters more than elegance
A beautiful process nobody uses is just documentation. I measure the success of an operational fix by whether it actually changes behavior — not whether it makes sense on paper.
Good communication is doing half the work
Most operational problems I’ve encountered were communication problems in disguise. Getting the right information to the right people, clearly and on time, is often more valuable than building another system.
Scale changes everything
What works for 10 locations often falls apart at 100. I’m drawn to environments where the complexity is real — and I’ve learned to build with scale in mind from the start, not as an afterthought.