I’m a creative executive who builds the teams, systems, and brands that turn creative into a business driver instead of a cost center.
For over 18 years, I’ve led brand and creative across heritage, lifestyle, DTC, and CPG companies. At Duluth Trading, I built and led a 30-person in-house creative team. At Weyco Group, I went digging through the Florsheim and Stacy Adams archives and came back with a modern brand story worth telling. At Uni Brands, I moved uni-ball and POSCA away from spec-sheet selling and toward what people actually cared about, partnering with Secret Walls and TED to support artists and makers instead of just the product. The result was 443 million social impressions, 390% audience growth, a 45% lift in e-commerce conversion, new placement at Target and Walmart, and a framework our Japanese parent company adopted to scale globally.
I run creative like the business function it is. That means clear strategy up front, operations that let teams move fast, and real partnership with the rest of the leadership team, so creative shapes the strategy instead of decorating it. The best creative organizations run on clarity, trust, and a little productive discomfort.
I still stay close to the work. Not because I have to, but because it makes me a better leader.
I bring structure to creativity, calm to chaos, and just enough weirdness to keep things interesting.
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Brands: Duluth Trading Company, Florsheim Shoes, Stacy Adams, Wildhawk, Uniball, POSCA, Red Kap, Public Rec, Miracle-Gro, Follett Higher Education