CAMPAIGN STRATEGY

CAMPAIGN MANAGEMENT

My approach aligns marketing outcomes with business objectives and the broader consumer experience, ensuring campaigns deliver measurable results and lasting brand value. I evaluate the effectiveness of marketing campaigns using a combination of performance-driven metrics and qualitative measures prioritizing revenue and followed by defined KPIs across various promotional channels.

Exhibited:

above: el rey court - 83-key lifestyle motor court in Santa Fe, NM.
below: top; el rey court marketing tracker snapshot. middle; spend to revenue charts that facilitate monthly and annual budgeting assessments. bottom; tracker sub-items contain content toolkits, promotional roadmaps, and associated UTMs and reports.
click here for a full quarterly marketing report.

Brief: Campaign Tracker

The organization lacked a big data solution and effective project management systems. This resulted in poor accountability, missed deadlines, and insufficient visibility into the daily marketing metrics of each business unit.

What I Did

Real-time access to KPIs was critical to pivot and optimize strategy as well as provide transparency to multiple different ownership groups. I developed the marketing campaign tracker in Monday.com, which was used for collaborative planning, KPI goal setting, result tracking, and analysis. This facilitated cross-departmental alignment, communication, and shared goals.

Results

Increased the efficacy of our campaign strategies, ensuring higher ROIs and alignment with stakeholders.
Became a valuabe tool for the annual budget process and campaign calendar planning.
New PM system increased clarity and ensured deadlines and deliverables were met.

EXPERIENTIAL STRATEGY

EXPERIENTIAL

Distinct activations ensure brands stay ever-evolving as trends and tastes shift, keeping them relevant, top of mind and fresh in a dynamic markets. I approach experiential initiatives as a cornerstone of brand strategy that builds awareness, encourages loyalty, and transforms brands into vibrant hubs-delivering both business success and lasting community engagement.

Other Event Productions of Note:

The La Condesa Cinco de Mayo Downtown Block Party: 2009 - 2014 - Producer
Hotel Ella Fancy Tailgate: 2014 - 2023 - Producer
Impact Hospitality Retreat: 2023 - Producer
SXSW: 2009 - 2023 - Producer (too many major SXSW events across New Waterloo's Austin venues to list...but I'll namedrop a few - Arcade Fire, Run the Jewels, Haim, M83, PepsiCo., Hype Hotel, 50 Cent, Leon Bridges....blah blah blah)

Brief: First Thursday

When the South Congress Hotel opened its doors in 2015 we sought a way to embody our core value of being a local staple. The new $50m 87-room upscale lifestyle hotel faced skepticism from locals regarding new establishments. Although occupancy rates were high, the food and beverage outlets— which account for nearly 40% of revenue—struggled to gain momentum. It was critical to implement a strategy that transformed the hotel into a community hub-delivering business success and lasting brand engagement.

What I Did

First Thursday is long-running Austin tradition on South Congress Avenue however the event had been dwindling in attendance prior to the hotel's opening. I saw an opportunity to revive the beloved tradition by programming the hotel with artists, music, and djs - allowing locals to experience it as not just a place to stay but a true community asset. What started as a monthly showcase for up-and-coming local acts grew into a truly iconic signature Austin experience.

Results

As of EOY 2023 the event generated $500k top-line annual revenue with an additional $150k in sponsorship dollars. The sponsorship dollars cover the cost of production - allowing the profit to flow straight to the bottom line.
The event fulfills the community and social impact mission by hiring and paying fair wage to local talent, partnering with local charities, and staying true to its roots as a celebration of Austin’s music, art, and community.

DIGITAL & CREATIVE STRATEGY

DIGITAL & CREATIVE

My expertise in marketing includes art direction, digital development, business leadership, and revenue and scaling strategies. I employ a results-driven approach to creatively brainstorm and strategize across departments, ensuring consistency at every touchpoint while developing ongoing plans that achieve, monitor, and optimize comprehensive goals.

Exhibited:

Above: L; branded scarf designed for retail sales, Middle; Gyotaku graphic design for a restaurant promotion. R; Hotel Beau Monde brand development.
Below: Top; Brand services offering; Middle; paid search increase after bringing digital in-house. Bottom; email campaign snippet & associated report.

Brief: In-house brand services

Hiring 3rd-party agencies for digital and creative services was costly, time consuming, and lacked continuinity in strategy.

What I Did

Creation of in-house agile marketing agency that replaced the need for multiple different contract services and provided properties the full scope of marketing needs, soup to nuts, including branding, creative, design, strategy, digital, web development, and communications. In effect, producing results directly correlated to both brand and revenue goals.

Results

Fostered trust and alignment between properties and corporate teams.
Saved each property ~$75k in annual bottom-line expenses.
Increased total portfolio ROI by 31%
Added $500k in contract services fee’s to the New Waterloo top-line annually.

BUSINESS DEVELOPMENT

Effective business development is critical to ensuring a successful growth strategy. This starts with a deep understanding of potential clients that represent shared values & goals and then nurturing them accordingly. I apply a blend of relationship-building, strategic marketing, and operational discipline to ensure sustained growth, high-quality projects, and a strong reputation.

Exhibited:

Above: L; Albert Hotel, Middle; Fidelity Hotel R; Butler Pitch and Putt

Brief: Vision-to-Concept Approach

Establishing aligned goals + vision from the very beginning ensures a seamless program, product consistency, and financial performance at every touchpoint.

What I Did

I applied a "vision-to-concept" framework that allowed teams and stakeholders to evaluate project goals under a shared lens, bridging creative vision with operational pragmatism. This approach quickly establishes guardrails and serves as a means to evaluate ideas or trade-offs against. Once memorialized as the “North Star” the project document is used to guide guide architecture + interiors development, brand development, and quickly paint a picture of “what it is” for investors, communities, and project partners.

Results

The processes and associated deliverables became key differentiators that propelled New Waterloo’s growth.
Secured major development deals in cities such as Fredericksburg, Cleveland, Aspen, and Cincinnati.