I help businesses find the brand inside the business they've built.
My career has moved through three altitudes — a boutique creative agency, a Series B-to-C hypergrowth startup, and a global specialty insurer scaling from a single-country carrier to operations in 150+ territories. That trajectory wasn't deliberate when it started. In hindsight, it's the most useful thing about me. Most brand people see the discipline from one of those altitudes. I've operated at all three, and what I know now is that the principles look different at each, but the underlying questions are the same.
What I believe.
I believe brand is commercial infrastructure and vessel, not decoration. The job is to find the truth a business has earned the right to tell — and then to hold the line on it as the business scales while telling our evolving tale. That sounds abstract until you watch a brand fail to make the move. A company that's grown past its founding story but is still telling it. A division operating in a fundamentally different category but using the parent company's brand model. A campaign that's getting the what of the ask right and the how wrong, or vice versa. These aren't creative problems. They're strategic mismatches that creative work alone can't solve, and they're the work I'm most interested in.
The pattern across my strongest projects is the same: the visible problem isn't the actual problem. At Bevi, the brand believed it was selling sustainability and health. The buyer was actually buying operational relief. At Intact, the company was treating specialty insurance like personal lines — same brand model, completely different category dynamics. At BondClick, the marketing default would have been to lead with platform features; the strategic move was to lead with access to the platform, because the access was the recruitment funnel. The work, every time, was diagnosis before design.
My journey.
I started as an art director at a boutique agency in Boston, where I learned that good craft is necessary and insufficient. I joined Bevi as a visual designer during Series B and stayed through Series C — 18 months during which the company grew 900%. I went to customer offices during photoshoots and discovered the company was talking to the wrong audience. The reorientation of the messaging hierarchy that followed taught me that brand discovery happens in the field, not the brief.
I joined Intact Insurance in 2018 — first at OneBeacon, which Intact had acquired — and have led visual brand work for the Specialty division for eight years. Specialty is the company's biggest growth opportunity: 20+ verticals across 150+ territories, with less than 1% market share in a category that's both fragmented and high-stakes. Most of my work there has been campaign and creative direction inside that growth engine. The most important work has been self-initiated: a brand messaging framework built to surface a strategic gap between Intact's brand model and the category dynamics of specialty insurance, currently being socialized with senior leadership.
Where I'm heading.
I'm now looking for the role that takes me one altitude higher: a brand directorship in a complex category, where the work is about defining the strategic mismatch and building the system to fix it. Specialty insurance, B2B financial services, professional services, regulated industries — anywhere the brand question is "what is this business actually for?" rather than "what should this campaign look like?" The categories that interest me are the ones where brand has the most leverage and the fewest people willing to operate it strategically.
I base in Swampscott (a stones throw from Bsoton), Massachusetts with my family. I'm a new parent, which has clarified everything. I work most days from my home studio, and I think most clearly when I'm writing or walking. If any of this resonates, please do not hesitate to contact me below, let's discuss your challenges ahead.