My career started where a lot of things start in Washington: on Capitol Hill. As a Senate intern across multiple offices, I got a front-row seat to how policy gets made, how communication breaks down under pressure, and how the right message at the right moment can actually change what happens next. I didn't know it then, but that experience would shape everything I built afterward.
What I love most about marketing is the ability to deliver solutions directly to audiences through specific, intentional messaging. And what I figured out early — mostly organically — is that messaging works best when it's built for the person receiving it. A sports fan, a concerned Senate constituent, or a banking executive are all different audiences that carry different assumptions and respond to different registers of trust. Getting the message right means learning the brand, the product, and the audience before you say a single word publicly. That's not a methodology I was taught. It's something I observed, tested, and eventually made the foundation of every campaign I've run since.
Learn the room before you speak to it. Everything else follows from there.
From there, I moved into the operational side of government — first at the Department of Homeland Security, then as a marketing program manager at the Department of Defense, where I ran one of the largest annual events in the federal space. 35,000+ registrants. Dozens of stakeholders. Zero margin for error. I learned that marketing inside government is less about creativity and more about trust — earning it, maintaining it, and proving ROI in an environment that doesn't always reward risk.
What I took from government wasn't caution. It was discipline — the ability to build something rigorous enough to survive scrutiny and compelling enough to actually work.
Then came the private sector — and the whiplash was intentional. I wanted to test whether what I'd learned inside government translated when the audience was a SaaS buyer, a financial services executive, or a sports fan deciding whether to register for a race. At Salesforce, Tableau, the American Bankers Association, and Graham Holdings, I found out it did. The skills transferred. The audiences were different. The discipline was the same.
At Salesforce and Tableau, I marketed technology to government agencies across the US and internationally — which meant I was simultaneously the outsider selling in and the person who understood what was happening on the other side of the procurement table. That dual perspective changed how I thought about B2B marketing entirely. It's not about features. It's about fluency — speaking the buyer's language well enough that they stop feeling sold to.
Along the way, I picked up a fluency in global markets — creating content for government and enterprise audiences across LATAM, EMEA, APAC, and Canada. Working across cultures taught me something that domestic-only experience rarely does: audiences aren't monolithic. What moves a procurement officer in Brussels is different from what moves one in São Paulo. The best marketing accounts for that.
Today, I'm still asking the same question I've always asked: what does this audience actually need to hear, and am I saying it in a way they can act on? I'm also building CPTL-AR — an AI-powered AR agriculture app that helps growers from apartment balconies to small farms manage their crops smarter. Because the best way to market technology is to understand it from the inside out.
Based in the Washington, D.C. metro area. Open to senior marketing roles and strategic consulting engagements.
