Engagements
Work in practice.
Client names and internal figures are held in confidence. The profile below describes a current engagement in enough detail to be useful, and no further.
Current engagement
Multi-market home health provider
- Sector
- Medicare-certified home health
- Footprint
- Three metro markets across the West
- Scale
- Eight figures in annual revenue
- Role
- Growth marketing & sales leadership, reporting to the CEO
Referral targeting infrastructure
Built the outbound target universe from public CMS provider and claims data rather than purchased lists — a ranked physician list of roughly 140 providers in one metro, plus facility-level hospital targeting across eight institutions. Designed the accompanying outreach system as a targeting engine and drafting assistant with a mandatory human send gate, not an autonomous mailer.
Outreach content
Wrote two dozen facility-specific outreach sequences segmented by recipient role — case management, physicians, and C-suite — so the inside sales team works from prepared messaging instead of improvising per call.
CRM selection and rollout
Evaluated three platforms against the organization's existing strategy documents and budget, delivered a written recommendation with first-year cost, then ran implementation and user setup across the sales team.
Sales structure and operating norms
Authored a thirteen-section sales team operating standard, pitched a hybrid field and inside sales model to the executive team, and now runs the weekly sales and marketing operating call with the offshore outreach team and the national market development lead.
Brand and content
Launched a vertical-format clinician video series for recruiting with a branded title, quote and call-to-action card system; built the organizational content library; and runs organic social growth, first paid social pilots, and the consolidation of fragmented business listings and social properties.
Executive cadence
Weekly marketing update to the CEO, a six-month locked rolling content calendar, and a proposal to fund marketing as a percentage of monthly cash flow rather than campaign-by-campaign approval.
Earlier
Before the practice.
- A decade in co-branded credit card field marketing at a top-five United States issuer.
- National outdoor retail co-brand program. Led field marketing for the issuer's partnership with a major national outdoor retailer — a member-owned cooperative with hundreds of locations.
- Luxury and off-price retail partnerships. Earlier program roles across two national department store brands.
Fifteen years of that work amounts to one repeatable skill: building a commercial program that runs in markets the person who designed it is not standing in. Field marketing at national scale is an exercise in systems, documentation and cadence — which is the same problem an eight-figure operator has, at a different size.
Partner and employer names from this period are withheld here.