Find out what's actually broken before you hire anyone else.

I audit how requests come in, design the intake and workflow, set up the tools that fit, plan capacity, and write the playbook your team will actually use. The order matters: process first, data second, tool third. I work in whatever platform fits your team. Confirm tool list to name

You walk away with: a working intake, a workflow your team follows, a view of capacity, and a playbook.

I start with the takeaway: what should people leave the room knowing? Then the program, the presentations, the script, the storyboard, and only then the slides. Before anyone walks on stage, I run a structured final-pass review so nothing surprises a presenter or the AV team.

Call me early and it is a blueprint. Call me late and it is a rescue. Both work; one is easier on everyone's nerves.

Scoped per event, based on its size, the number of presenters, and how early I join. You get a proposal after a short call.

A lot of growing companies think the next step is a CMO. Sometimes it is. But a CMO is a strategy and channels hire, and if the brand underneath is unsettled, that hire inherits the problem. I start by finding out what the brand actually is.

I review your website, your social channels, and how answer engines describe you. Then I interview three groups: leadership, the people who have been there longest, and your newest hire. Then I ask whether those three groups can describe the company in one consistent statement, for the audience you are trying to reach.

• If they can, I tell you what you are saying, confirm that it works, and propose how to get it outside the building.
• If they cannot, that is the finding. I propose the next step: working out why the story leadership believes in is not landing in certain channels.

I help you see where people's strengths are underused and what to do about it. State the purpose up front, name three honest paths (grow here, move to a better fit here, or find the right fit elsewhere), make it safe to be honest, tie each person's goals to the work the company actually has, and track what energizes people against the work they do.

For teams: a strengths map that matches the work you receive with the people best placed to lead it, inside a larger review of how your creative function runs.

For managers: coaching and training for the people who lead people, including how to handle real situations with their own reports.

For individuals: career coaching on a cadence you choose, booked by the hour or in bundles. Confirm once the template shelf is live

The method surfaces fit and opens doors. The person still has to walk through them, and I will say so up front.

I act as your interim head of creative or creative ops: setting direction, running the team or the freelancers, building the operating rhythm, and preparing you to hand it off or hire the permanent version. Scoped by the hours per week you need, on a monthly retainer, in writing.