I've spent 20 years
making things.
- Brands.
- Products.
- Experiences.
- Teams.
- Organizations.
- New ways of working.
The maker
I love making because it is where thinking becomes tangible.
A strategy becomes a brand. A question becomes a product. A point of view becomes something people can experience. I've always been curious about what happens when you ask a better question—and then make something from the answer.
The medium changed. The impulse didn't.
Now
I lead Consumer Creative and Strategy at Hearst Magazines, working across more than 35 brands at the intersection of creative, product, editorial, marketing, audience, data, and technology.
From subscriptions and commerce to audience growth and new products, the work is about finding better ways to connect people with brands they already love—and giving them new reasons to come back.
Selected work
Purpose
I love making because it is where thinking becomes tangible.
The best work starts before the brief. It starts with a question. What are we really trying to do? Who are we doing it for? What do they need? What would happen if we looked at it differently?
Then comes the hard part: Make something. Test it. Break it. Listen. Make it better. That's where strategy becomes real.
The best work starts before the brief. That's where strategy becomes real.
Leading
Leadership isn't having all the answers. It's creating the space for better answers to emerge.
- Curiosity.
- Clarity.
- Craft.
- Trust.
- High standards.
- A willingness to change your mind.
I believe creative leaders should set the ambition, make the important decisions clear, and give talented people room to do their best work. The job isn't to be the smartest person in the room. It's to make the room smarter.