I build
marketing
systems that
drive real
revenue

The Situation

I walked into Riley Smith Group as their first Director of Marketing, which meant there was no playbook waiting for me. No documented processes, no shared KPIs, nothing connecting what the team did day to day back to what leadership needed to track to measure success. Every project ran on whoever remembered how it went last time.

What I Built

I built the thing that was missing: a real operating system for the marketing function. It included SOPs each department could actually follow, dashboards that told the truth about performance, and a clear way to prioritize work against what the business needed most.

• Partnered with leadership to define department KPIs, then built a tracking system the team used to measure progress and stay on pace toward our goals
• Standardized workflows across content, campaigns, and reporting, so projects stopped depending on institutional memory
• Built dashboards that surfaced performance in real time instead of waiting for a quarterly recap
• Created a prioritization framework so revenue-generating work got resourced first, not whatever felt most urgent that week
• Documented everything so the system runs even when I'm not the one running it

Why It Mattered

The team could finally scale their output without needing to scale headcount at the same rate, and for the first time, leadership could actually see what marketing was contributing rather than taking it on faith.

The Situation

Marketing and sales were technically one team, but there was no shared system connecting a lead's first touch to its outcome. Leads were coming in from countless sources, many of them undocumented, and by the time a deal closed, nobody could say with confidence which ones were actually working.

What I Built

I properly categorized every lead source, identified which ones were actually converting, and optimized strategy to bring in more from what worked. Then I designed a full funnel connecting lead intake, routing, attribution, CRM handoff, and nurture, so every single lead had a path that could be traced from first click to closed deal. Click a stage below to see what I built at each step.

Why It Mattered

For the first time, marketing could point to a specific dollar figure and say exactly which channel earned it. That visibility let us redirect budget toward the sources that were actually converting, part of what pushed marketing-sourced revenue past $752K this year.

The Situation

AI tools were multiplying fast, and it would have been easy to treat them as one-off experiments, try something once, and move on to the next thing. I saw a bigger opportunity in front of us: build AI into the actual infrastructure of how the team worked, an interconnected system each team member could rely on every day.

What I Built

30+ multi-agent systems, automated workflows, and skills built in Claude Code and Cowork, each one solving a specific, recurring problem: content production, data pulls, admin work, the cross-functional tasks that used to eat entire afternoons.

• Automated end-to-end editing for recurring listing videos, cutting turnaround from roughly 2 hours per video to under 20 minutes
• Automated file organization that keeps marketing assets consistently stored across the department, reclaiming an estimated 3+ hours a month that used to go to manual cleanup
• Automated first-draft SOPs that follow our brand guide and approved structure, cutting drafting time by an estimated 75%
• Automated social workflow that routes inquiries from public comments into DMs and on to the right sales contact, replacing hours of manual comment-checking every week
• A recurring automated content strategy audit that scans our social performance and surfaces what to change, turning a multi-hour manual review into a 15-minute read
• A fully automated content repurposing framework that turns one long-form video into cutdown clips, graphics, an email send, and blog content, run through a documented workflow and automated Monday.com boards. Because the team no longer had to brainstorm content ideas on the fly, this alone saved an estimated 3+ hours a week and helped grow monthly social output from about 45 posts to 110

Why It Mattered

These tools outlast any single campaign. They're infrastructure now, quietly compounding in value every time someone on the team uses them instead of starting from scratch, freeing up real hours every week for the work that actually needs a person's judgment.

The Situation

As a Marketing Advisor at Compass, I was assigned to Riley Smith Group to lead their onboarding. That meant a full rebrand and every marketing deliverable a growing 40+ agent team needed to launch under one identity. Luxury real estate marketing touches nearly every channel there is, and each one carries its own risk of quietly pulling a brand in a slightly different direction if nobody's watching closely.

What I Built

A full rebrand, including a brand guide covering visual identity, voice, and usage standards across every channel the team touches, plus the complete set of onboarding marketing deliverables for the 40+ agent team. That work is what led Riley Smith Group to bring me on directly as their Director of Marketing.

Why It Mattered

Real brand consistency doesn't mean making every channel look identical. It means giving each one room to do what it does best while still feeling unmistakably like the same brand. That thinking came out of my broader work at Compass, where I advised on 50+ strategic marketing plans for luxury real estate and Sports & Entertainment clients across the country, each tailored to a distinct brand, market, and business goal while staying recognizably on-brand.

The Situation

A marketing budget can easily become something set once a year and left alone, reviewed only when the next budget cycle rolls around. I wanted ours to work harder than that.

What I Built

I manage a $100K annual marketing budget closely, the way you'd manage your own money. Spend is down 10%+ year over year, and marketing-generated revenue is up in that same window, because I keep moving the budget toward what's actually working instead of leaving it alone.

Why It Mattered

Every dollar had to earn its place. That's a much harder discipline than setting a budget once a year and hoping for the best, but it's the reason spend went down while revenue went up instead of the other way around.