Results, not decks.

Grew & accelerated DTC business from $500K → $39M in annual revenue with a full-funnel and holistic customer journey focus, managing towards profitable LTV:CAC ratios, increasing repeat purchases & purchase frequency, and building a substantial loyal customer base for long-term brand equity.

Launched on Amazon when luxury beauty was newer on the platform and becoming more acceptable within the category, building & growing it from $0 → $6M annual revenue profitably within its first year.

Strategically transitioned from a small team of 3 FTEs with multiple agencies across multiple functions to building, managing and leading an internal digital marketing team of 15 staff to accelerate growth.

Rebuilt the retention program from the ground up: made subscriptions much more prominent featuring highly intuitive benefits, built out new email and SMS flows specific to subscriptions, revised the subscription offer structure for maximum customer value along with improved profitability for the company, and a loyalty program with levels of incentivized perks that added value beyond the typical offerings. Simultaneously restructured paid media to focus on high LTV subscriber cohorts and launched rigorous multivariate creative testing and landing page testing to accomplish a 4:1 LTV:CAC ratio.

Built the digital and eCommerce GTM strategy while leading B2C brand marketing and producing a B2C eCommerce Brand Strategy with positioning, messaging, and creative that successfully engaged and converted consumers directly.

Aligned brand, marketing, and channel strategy across DTC, Amazon, retail, social commerce (TikTok Shop, Meta Shop), and marketplaces to improve total org P&L outcomes while driving consistent, profitable growth.

Hired, built, and managed the team over time, leading to 5 FTEs + select best-in-class agency partners across DTC, Amazon, retailer.coms, and marketplaces. Provided leadership and coaching for the team across acquisition, performance marketing, retention & lifecycle marketing, creative, social, and analytics.

The real unlock with a portfolio model is often creating a repeatable operating playbook that each brand can run from: performance marketing, owned and earned marketing channels, creative testing, lifecycle strategy, merchandising, and financial discipline. Once those systems are in place, scaling across brands becomes much more predictable.

Thinking in systems and not channels with a P&L outcome lens is key. I started with three lenses: (1) First, unit economics: contribution margin, CAC payback, and cohort LTV. (2) Second, demand quality: brand positioning, creative resonance, and audience targeting. (3) Third, operating alignment: whether brand, performance, product, and eCommerce are actually working from the same growth model.

Once those were clear, repeatable growth frameworks operating from the same P&L outcome-driven growth system were created, giving each operator clear KPIs and goals with context on how those tie back to contribution margin and broader P&L outcomes. This created accountability and ownership while respecting each operator's expertise and eliminating the need for micromanagement while still working together as one omnichannel growth system with knowledge sharing in place for compounded learnings and growth.