Biography

My career has been a Masterclass in Cross-Pollination

I’ve always believed that the real key to success lies in cross-pollination—taking insights, best practices, and strategies from one sector and applying them in a completely different context. This ability to see across silos is what separates good operators from great ones. My career started in media, where I was cutting deals and negotiating millions in ad spend. It was all about understanding consumer behavior—analyzing target audiences, dissecting buying habits, and optimizing where to place ads to get the best return. I got to know how people think and what influences their decisions, both in B2B and B2C environments.

That foundation gave me the blueprint for everything I do today.

I’ve been applying that media planning discipline to broader business challenges. Performance management, leadership during transitions, motivating teams, customer experience—it's all the same game. You figure out what motivates people, how to align incentives, and how to communicate effectively so that everyone’s pulling in the same direction. Sometimes you are talking about one executive and their leadership, sometimes you are talking about a department. Sometimes you are talking about an entire division or an entire company.

Maximizing Impact: Strategic Media Buying and Negotiation Across Major Retail Markets

My experience with CompUSA, Inc. as a Media Buyer/Planner where I wasn’t just responsible for media placement; I was negotiating annual advertising contracts that saved the company over $26.8M, with additional off-contract promotions adding another $11.7M in savings. My job spanned major markets like New York, Philadelphia, and Miami, where I used retail sales potential, sales margins, and point-of-sale data to target specific ZIP codes and ensure maximum impact for our advertising dollars. I also played a role in expanding our reach into the Hispanic market, introducing targeted advertising in two major markets—a move that added serious value to our campaigns.

From there, I moved into freelance work with Newspaper Solutions of America, where I focused on Big Lots! and Eye Care Centers of America as a Senior Media Buyer. Once again, I brought my skills in negotiation to the table, securing contracts that saved Eye Care Centers over $3.5M and Big Lots! a staggering $10.6M.

What I learned in both roles was simple: whether you’re working with a tech retailer or a discount chain, success in media buying comes down to understanding the data, negotiating relentlessly, and executing with precision.

Across industries, the constant has been my ability to take a strategic approach to media and advertising, save companies millions, and ensure that every dollar spent delivers results.

I’ve been taking what I’ve learned in one industry and applying it to another since I started working

I started with The Maxfield Group, where I cut my teeth as an Associate Account Executive. My job? Coordinating multiple fast-paced consumer and business-to-business accounts for Wolf Range Company and Ultrak. I worked directly with the EVP, handling everything from trade show materials to national advertisements. I even developed a competitive tracking system that the agency adopted. This wasn’t just about keeping things running; it was about executing creative campaigns that resonated, whether it was a brochure or a full-blown broadcast shoot.

Next came Moroch & Associates / Leo Burnett Dallas, where I freelanced as an Account Executive for heavy-hitters like McDonald's Restaurants and the New Business Group. At Moroch, I directed McDonald’s brand placement at the Super Chevy Show, which involved coordinating across television, radio, and print media, all while managing in-store signage like coupons and posters. I reported directly to the Account Director and the President, giving me a front-row seat to how strategy is crafted at the highest levels—and the execution that brings it to life.

Then there was Group Bolton, where I was the Account Executive for Robbins Hardwood Flooring and Bruce Laminate Floors. I was the primary client contact, responsible for developing and directing promotional programs and marketing strategies. One of my biggest projects was a national multi-city flooring tour that showcased product benefits directly to customers. I didn’t just oversee the logistics—I shaped the creative briefs, worked with the account and creative teams, and influenced the creative strategy that drove the entire campaign.

At World Marketing Services (formerly Lee Marketing Services), I dove deep into strategic marketing analysis for clients like Mattress Giant, YMCA, Spring Creek BBQ, and EDS. My role was all about driving innovation—selling Print-On-Demand, Direct Mail, Fulfillment, and Rebate Fulfillment services, all while developing client-specific programs that integrated these offerings. I brought in $172M in business during my second year, 80% of which was new accounts. I also managed multi-layer research teams, prepped pitch materials for major accounts, and directly closed $97 million in my first year. In the telecom space, I worked on rebate fulfillment and pricing for major players like Verizon Wireless, PrimeCo Communications, SunCom Communications, and Lamb Weston Foods. Handling everything from rebate fulfillment to tracking food service pricing among 1,350 brokers wasn’t just about managing numbers; it was about understanding the intricate mechanics of client needs and creating solutions that worked.

What ties all these roles together is one thing: execution. Whether it’s managing a national flooring tour or designing a competitive tracking system, I’ve always been focused on results. And what I’ve learned is this—no matter the industry, success comes from taking big ideas and making them actionable. Every role, every client, every industry has taught me how to do that, and that’s the value I bring to the table today.

In the Beginning . . .

In High School, my Senior Year, it started with RainSoft International, where I coordinated joint marketing and advertising programs with over 281 local businesses. Every day was a crash course in pitching, sales incentives, and managing trade shows. The goal? Integrating RainSoft’s water filtration systems into retail environments. What I learned there is something I carry with me to this day: partnerships and execution are what drive business forward.

Then there was the Texas State Aquarium. I didn’t just dip my toes into the water; I dove in headfirst, working across departments—from Education to Group Sales, Facility Rentals, and even Accounting. I was everywhere, and I learned that the best-run organizations are the ones where every department knows how to work together. That sense of synergy became crucial in how I think about businesses today: success happens when all the pieces move together in harmony.

When I moved to DFW for College, I started at the Muscular Dystrophy Association of Greater Tarrant County, I coordinated massive fundraising campaigns, like the Jerry Lewis Labor Day Telethon and Tarrant County’s Most Wanted. Public relations, corporate sponsorship, event planning—you name it, I did it. Raising money in the nonprofit world isn’t just about asking for donations; it’s about aligning yourself with the right partners and creating something people want to rally behind. This is where I learned the art of making every connection count—a lesson that applies to everything from fundraising to business development.

Then there was Six Flags Over Texas—and yes, Six Flags is critical because it taught me how to thrive in a fast-paced, high-stakes environment. I worked in Guest Relations, Six Flags Television, and the Games Department, handling everything from staffing to cash control. It wasn’t just about fun and games—it was about managing operations under pressure and making sure everything ran smoothly. Trust me, there’s nothing like running a theme park to teach you how to handle chaos with precision.

At Bustin & Co., I worked across the consumer goods and legal sectors for clients like DDB Needham, GTE Card Services, Mrs. Baird’s Breads, Pepsi-Cola, The Thomas Group, Chief Auto Parts, and TU Services. Whether I was writing press releases, crafting corporate biographies, or handling market research, I learned how to shape narratives that resonate with diverse audiences. Working with clients like GTE and American Airlines showed me that the most successful brands are the ones that know how to tell their story.

When I moved to KZTV Channel 10 (a CBS affiliate), I built an entire client base from scratch. Selling television ad spots sounds simple, but it’s not—it’s about understanding the competition, knowing the target audience, and creating commercials that grab attention. Producing commercials and writing sales proposals weren’t just tasks—they were exercises in understanding what makes people pay attention. And that’s a lesson that applies to every industry.

Finally, at Susan Jacobs Inc., I was thrown into the world of PR and advertising for Disney and DreamWorks films. I coordinated film premieres, test screenings, and media placements, ensuring our films landed in front of the right audiences. The stakes were high, and the results were visible—media exposure that moved the needle. It wasn’t just about getting attention; it was about getting the right attention.

Every one of these roles taught me something that I’ve carried forward: success comes from cross-pollinating ideas, industries, and approaches. That’s how you create real synergy—and that’s how you win.