The Work. Right Now.
An app I built so freelancers like me can spend more time on the creative work. A pitch deck that made PrintMark's case to L'Oréal's purchasing and finance teams. An animated series that teaches fifth-grade math across 50+ lessons.
Ten posts that hit the moments every freelancer knows: the rate that never budges, the invoice still "processing," the client text at 4:58 on a Friday.
PrintMark
A capabilities pitch deck for a $30M commercial printer, built for L'Oréal's purchasing and finance teams during a vendor re-bid. The job was to show why PrintMark should stay SalonCentric's printer. It's still their go-to deck.
See the work
Mr. D Math
Fifty-plus lessons of 5th grade math: 3D animation, original music, video, and coursework, all produced in-house, from scratch.
See the workThe Way I Lead.
Vision without a strong team is just a good idea. A strong team without process is chaos. Most creative departments quietly come apart trying to hold all three. That's where I come in.
Set the goal, then make it real
My team always knows what we're making and why. Strategy belongs in every creative decision, from the first layout to the final proof, not in a brief on a shared drive.
Grow the people, and the work grows
I find what each person does best and build on it. Some of the designers I developed stayed for over a decade. In a department where two years is considered loyal.
Steady hands when the pressure's on
Rebrands, national campaigns, and recurring events, all on deadline, all at once. I keep the process clear and the team steady so the work never stops shipping.
AI is already embedded. Has been for a while.
AI runs through the full workflow: ideation, concepting, custom tooling, imagery. Another set of hands with a perfect memory for the brief.
What Made
the Work Work.
High-stakes programs documented from brief to results.
Each opens with the outcome. Dig in for the full story.
The Complete Picture.
Twenty-three years across SalonCentric, EarthLink, and Corbis. National campaigns, publications, live events, and brand systems.
The Agency Inside.
I ran the in-house creative department for SalonCentric, one of L’Oréal’s largest U.S. subsidiaries, supporting 600+ stores. Everything SalonCentric or co-branded with SalonCentric came from my team. When a partner brand couldn’t produce its own assets, we built them. When their co-branded emails came in rough, we fixed them before they went out.
I lead creative
the way I'd want to be led.
The department I ran looked like this: three to ten people, national campaigns, show identities built for national events and local venues, a monthly publication that never missed an issue. Everyone knew exactly what they were doing and why. That was by design.
Hands-on direction, regular 1:1s, and real growth paths, not performance reviews for the sake of having them.
From the people I led
