Work
A selection of engagements across startups, consulting, and luxury hospitality.
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Mothership Materials brought me in as employee two. No operational infrastructure, founding team of three. Within eight months I designed and launched a concierge product program from scratch: service model, pricing, client workflows. It generated over $3M in revenue. I also built the internal systems that let the company scale to fifteen people without losing coherence. Project tracking, onboarding, hiring frameworks, a knowledge-sharing series that turned tacit expertise into something searchable and reusable.
At Thrivent, a financial services company moving to digital-first engagement, I was brought in to identify where the customer experience was breaking down before they could fix anything. I ran user research and journey mapping, identified the critical gaps, and delivered service blueprints that gave their cross-functional teams something concrete to act on.
A high-profile interior design studio was leaving significant revenue on the table. The work was there. The team structure and resource allocation weren't. I diagnosed the gap, rebuilt how the team was organized, and created a twelve-month growth plan. Projected revenue increase in year one: 50%.
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At BAMO I was managing eight-plus external consultant groups across ground-up new builds for Four Seasons, Ritz-Carlton, and Waldorf Astoria while rebuilding internal systems that were bleeding money. Templates I created cut deck production time by 40%. Streamlined approval workflows. Pitch strategy I collaborated on helped secure over $50M in competitive bids.
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At EDG I ran five concurrent hospitality projects at design director scope while holding an intermediate title. On the firm's largest fixed-fee contract I hit a 15% profit margin against an industry standard of break-even to 5% loss, by treating operational efficiency as a design problem. The whole team got spot bonuses. It was the most profitable project in the firm's history.