How I Work
Not a blog. Just the operating principles behind the work in this portfolio, so you know how I would approach yours.
When a channel underperforms, the instinct is to make more, or make it prettier. At Qualtrics I audited 330 posts expecting a content problem and found a distribution one instead — engagement went from 4.3% to 11.7% in a quarter without changing what we were making. Content gets blamed first because it’s the most visible part of the system, not because it’s usually where the problem actually is.
A content calendar tells you what goes out Tuesday. It doesn’t tell you who has the final call, what we’re allowed to say no to, or how we’d know if any of it worked. So most of my time goes into the less visible stuff — an intake process anyone in the company can use, a tiered approval model, measurement that ties back to category ownership instead of channel vanity metrics.
Every format that’s worked for me has had a real person in it — an executive with an actual point of view, a customer explaining what changed, an employee talking about their own work. That’s why I put time into executive voice profiles and employee advocacy instead of polishing the brand account. A logo on a slide proves nothing. A person explaining what changed proves everything.
I still shoot and edit — partly because it’s faster to just do it myself, partly because strategy written by someone who hasn’t touched a timeline in years tends to be unbuildable. Knowing what a shoot day actually costs, how long an edit really takes, and what a platform rewards this month is the difference between a plan and a guess.
None of this is magic. It’s just the four things above, done consistently.