Who you’d be working with.

I joined Red Bull’s global headquarters after completing my MBA. Over the following three years, I co-authored the company’s first global on-premise marketing strategy, managed Red Bull Thre3Style internationally, and created its first global talent-booking function and the proprietary CRM that supported it.

I then moved to New York to build and lead Red Bull’s East Coast culture-marketing team. Over the next six years, we managed a portfolio that combined original programming, advertising, social media, public relations, partnerships, and extensive multimedia storytelling. The work included Red Bull Music Academy Festival New York, Red Bull Studios, Red Bull Arts New York, Red Bull Radio, Red Bull Sound Select, and other programs designed to earn the brand a credible role in culture.

After Red Bull, I joined Insomniac Events as VP of Global Marketing & Media as live entertainment returned from the pandemic. I rebuilt and led the marketing organization behind more than 40 festivals and 300 annual concerts, including EDC Las Vegas, HARD Summer, and Beyond Wonderland. In 2024, I founded A Rare Pleasure to bring that experience to a small number of ambitious companies as a Fractional CMO.

My career has been about growth: for the business, for the people behind it, and for my ability to do the work well. I’m selective about the clients I take on, looking for opportunities with meaningful ambition, room to build, and the potential to create lasting value.

Most of my work comes through former colleagues, past clients, and referrals. Trust, reliability, and professionalism are therefore not supporting values; they are the foundation of my practice. Clients should know that I will do what I said I would do, tell them what I actually think, and treat their business with the same care I would bring to my own.

I also believe growth should leave something useful behind. A successful engagement should strengthen the team, clarify how decisions get made, and make the organization more capable after my involvement ends.

At every stage of my career, I have built or rebuilt marketing organizations and left them stronger than I found them. That is the through-line in my work.

I’m particularly effective when a business has ambition but the marketing function hasn't caught up—when the brand needs sharper positioning, leadership needs greater alignment, responsibilities are unclear, or the team lacks the structure and resources to execute.

I diagnose what is blocking growth, align the people responsible for solving it, and build the team, operating system, and marketing plan needed to move forward. Sometimes that means starting from zero. Sometimes it means helping an established organization work as one again.

The goal is not simply better marketing. It is an organization that can consistently produce it.

The first few weeks are mostly listening: to what leadership believes, what the numbers show, what the team already knows and hasn't been asked, and what everyone has been thinking but hasn't said. That is normally where the real answer begins.

From there, I create clarity around the decisions that matter: the positioning, priorities, resources, responsibilities, and measures of progress. The work may include a new go-to-market strategy, restructuring a team, hiring critical roles, rebuilding the marketing operation, or stepping directly into an active campaign.

The rest is intentionally unglamorous: a standing weekly with whoever owns the work, a short written summary every month so nobody has to guess where things stand, specific briefs, and honest feedback.

Teams that trust each other move faster than teams that don’t. That’s not a philosophy; it’s a scheduling advantage.

I’d rather leave behind a team that is better than when I arrived than a campaign nobody can repeat.