top of page

Case Studies

Strategic Impact

Data Analytics Screen
Data Analytics Screen

Deep Dive 1: Enterprise MarTech Transformation

The Challenge:

Modernizing a fragmented marketing ecosystem by implementing Adobe Workfront and migrating 5 million+ customer profiles from Oracle Responsys to Braze. This was a high-stakes, cross-functional integration involving SAS CI360, AEM, and ClickUp, all while onboarding a new strategic partner (Merkle) to take over operational execution.

 

The Strategy:

I served as the primary accountable lead and decision-maker, bridging the gap between technical constraints and marketing objectives. My approach focused on:

  • Executive Advocacy: Secured ELT and stakeholder buy-in by translating technical risks into business ROI, ensuring the project remained a priority and on-budget across two phases (CRM Phase 1 & 2).

  • Collaborative Leadership: I partnered deeply with technical teams, pushing boundaries to ensure the end product met marketing needs without compromising system integrity.

  • The "Human" Migration: Spearheaded a "train-the-trainer" model to empower my internal team, ensuring they were masters of the new technology rather than feeling displaced by it.

 

The Result:

  • On-Time & On-Budget: Successfully launched Workfront (2023) and Braze (2024) with immediate ROI.

  • Operational Velocity: Reduced speed-to-market deployment time by 25% and established new enterprise standards for capacity planning.

  • Seamless Continuity: Migrated critical lifecycle flows with zero disruption to active customer communications or revenue.

Deep Dive 2: "US Days" – Bridging the Gap Between Brand & Unit Economics

The Challenge:

Historically, there was a persistent "collision" between Mass Brand offers and Targeted CRM offers. This misalignment created customer confusion, diluted the brand message, and led to missed revenue. The business needed a way to make these two separate marketing engines work as one cohesive platform.

​

The Strategy:

I co-authored the "US Days" platform, a 360-degree "eventized" marketing approach designed to align high-level brand awareness with surgical CRM precision. Once we presented and received approval from the ELT, we got to work:

  • Collaborative Ideation: Facilitated cross-functional sessions between Marketing Strategy and CRM to solve the "Mass vs. Targeted" friction.

  • Personalized Upgrade Trigger (PUT): Led the development of data-driven triggers that moved the organization away from mass messaging and toward hyper-relevant, customer-specific offers based on unit economics and found a way to rely on these during non-event periods for optimum upgrade conversion during "down times."

  • Full-Funnel Integration: Managed the entire go-to-market strategy for all of Marketing, including brand, operations, eCommerce, CRM, device, other lines of business, local activations, etc. Ensured continuity of messaging and executional elements across all digital channels and MASS media.

​​

The Result:

  • Record Retention: Contributed to record-low customer defection rates during the campaign period.

  • Volume Growth: Drove a record-high number of upgrade and add-a-line (AAL) days for the organization.

  • Operational Blueprint: Established a permanent new framework for how UScellular approaches large-scale, integrated marketing events.

US Days.png
Corporate org chart and team structure show hierarchy, team, and structure for clear organ

Deep Dive 3: Organizational Design & Scaling a High-Performance Team

The Challenge:

Following my promotion to Director of Digital Marketing & CRM, I inherited a rapidly expanding department that had outgrown its "flat" startup-style structure. We faced significant "bottlenecks" in decision-making, and individual career paths were becoming obscured by high tactical volume. The business needed a scalable engine that could handle enterprise-level complexity without burning out top talent.

 

The Strategy:

I conducted a four-month deep dive into the department’s DNA, auditing technical strengths, business requirements, and individual career aspirations.

  • I architected and implemented an additional arm of the team centered around Strategy for all lines of business. This would allow the true strategists to focus on building the frameworks, digging into the data and ideating and innovating around how to solve for customer pain points, not be bogged down by operations and execution.

  • Strategic Realignment: I re-mapped roles to align with specialized technical expertise (e.g., technical CRM vs. lifecycle strategy) rather than generalist support, ensuring the right people were in the right seats and ultimately felt fulfilled, not burnt-out.

  • Executive Buy-In & Rollout: I socialized the new structure with the Executive Leadership Team (ELT) to secure budget and headcount approvals, followed by a transparent departmental rollout that focused on "The Why,"emphasizing growth, autonomy, and long-term stability.

​

The Result:

  • Scalable Departmental Growth: Successfully grew and managed a structured team of 17 members, maintaining high engagement scores and retention, even during the transition.

  • Leadership Pipeline: By delegating tactical "day-to-day" oversight to my senior managers, I cleared the path for my own focus on senior-level organizational strategy and CMO-track initiatives.

  • Cultural Excellence: The restructure was met with immediate "praise and excitement" from the team, resulting in a more resilient, motivated, and agile department.

bottom of page