Creative Manager and Brand Strategist, reporting to the VP of Marketing. Identity system for nine brands, template and asset library, user stories, sprint planning, print and booth production, and trade show execution on site with the creative and marketing teams.
The problem
Eight brands. Three business units. B2B, B2C, and D2C, each with its own tools, its own files, and its own way of doing things. Every one had grown on its own terms, which is how houses of brands usually grow. It also meant every campaign started from zero. Good teams were solving the same problem eight separate times, on deadline.
What I did
- Refreshed the parent brand and all eight sub-brands under one identity, using David Aaker's brand framework, and kept what made each one distinct
- Took part in building a shared taxonomy across teams from all three business units, so categories and tiers matched across every marketplace
- Moved the whole creative team to Canva and agile workflows for production
- Set up a company-wide SharePoint structure with standard file naming, so nothing got lost or duplicated
- Centralized design requests through intake forms and templates. Business units could self-serve, and designers could focus on quality control instead of daily production
- Led vendor sourcing, negotiation, and budgeting
- Wrote the user stories and ran sprint planning with dev and marketing, agile where it fit and waterfall where it did not
- Art directed and produced the print files, booth graphics and event collateral, then ran the trade shows with the team from setup to teardown
The results
- Campaign turnaround cut from 17 days to 2
- Tradeshow costs cut by roughly 75%, from $15-20K down to under $5K
- Tradeshow lead generation up 16x, from 60 to over 1,000 in a single day
- Designers freed from daily production to focus on brand guardianship and quality
- Early adoption of AI tools on the creative team, ahead of company standard
Selected work
Brand guidelines, reports, trade show, and environmental graphics.
Why it worked
A house of brands stops working the moment eight teams solve the same problem eight different ways. The fix wasn't more people. It was one system everyone could use, built to hold eight brand voices without flattening any of them.
Duplicating work across brands or locations? That's a systems problem, not a people problem. I fix that.