BRAND · PARTNER · GROWTH
Most of my work lives in the space between brand, partners, and revenue.
Twenty years inside companies — building brands, standing up partner programs, and running the growth motions that pay for them.
What I do
Brand leadership
Positioning, identity, and the governance around them — done well enough that the rest of the business can move faster.
Partner ecosystems
Tiers, enablement, the engagement model — the unglamorous wiring that turns a channel into a real revenue line.
Growth marketing
Campaigns and motions that I can still defend in a pipeline review six months later — and tie back to revenue.
A few things I've learned
I've built and sold a small business, run a global brand portfolio, and started a partner program from a blank page. The pattern across all of it has been the same.
The brands I have seen work hardest are the ones treated like a business decision, not a look. They make sales easier, partners sharper, product clearer.
Partner programs fail when they are designed for the company building them. The ones that grow are designed for the partner who has to win with them on a Tuesday.
I have come to trust the campaigns that can trace themselves back to a number — and to be suspicious of the ones that cannot, no matter how good they look.
FLAGSHIP · BIGLEAF NETWORKS
A rebrand and a partner program, built in the same year.
Bigleaf had outgrown its identity and lacked a formal channel motion. I rebuilt the brand while simultaneously creating the partner ecosystem—tiers, certification, enablement, portal strategy, and engagement systems—creating the foundation for measurable partner-attributed growth.
Selected work