Our Work
A 327-year-old bank was a newcomer in the U.S. consumer market.
One trade show, four executives, and a partnership with the era's defining disruptor produced more than a billion impressions in under a week and record-setting new accounts.
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Despite being a global powerhouse more than three centuries old, the Barclays U.S. consumer bank was a relatively new market entrant. On the verge of expanding its consumer banking services, the division needed broader brand awareness and differentiation built on its entrepreneurial culture.
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To deliver a new corporate narrative to market, we leveraged the power of storytelling through individual executive voices. A key moment in time – fintech’s biggest U.S. trade show, Money 20/20 – provided the ideal high-profile platform to unveil its newest co-branded card with Uber and capture media attention onsite.
The moment could put the Barclays U.S. CEO and other key executives into the national spotlight and lend the bank innovator credibility through its association with the era's preeminent disruptor.
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Mainstage keynote: Leveraged my connections to secure a high-profile keynote address for the U.S. CEO - after the call for presentations had already closed; delivered in front of 400+ industry leaders and via 1.8 million live streams.
Booked 25 top-tier and trade media interviews during Money 20/20 shared among four Barclays executives, each delivering a distinct piece of the narrative.
Earned more than 1 billion impressions in under a week. Over the following months, Barclays executives became go-to sources for media including The Wall Street Journal, American Banker, and Reuters.
Powered by the PR launch, more than 50,000 new accounts opened in the first two months, making it the most successful
co-branded credit card launch in Barclays' U.S. history.
Though a dynamic company with thriving consultancies, expanding digital services, and innovative research, PwC struggled to be known for more than its accounting services.
An innovative B2B influencer program drove more than 122 million impressions and delivered the most conversions in the decade-long history of its Consumer Intelligence Series.
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A fragmented global public relations program across three regions, through multiple agencies and freelancers, had no connective strategy and lackluster results.
Six months into the rebuild, media placements in priority publications were up roughly 30%, and five executives had customized, active thought leadership platforms.
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Sovos, a global tax compliance and regulatory reporting SaaS company, was running public relations across North America, EMEA, and LATAM through multiple agencies and freelancers, with no shared strategy, no regular communication, no consistent measurement, and no single owner.
The spend was real. The attribution was not.
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Brought in by the CMO - a former clien who had hired me to lead PR for Verifone, I ran a new agency search, wrote the scope, managed onboarding, and took day-to-day ownership of the new relationship, setting KPIs region by region rather than applying one North American standard globally and ensuring a new measurement structure to ensure accountability.
Simultaneously, I did a significant share of the work directly: managing analyst relations, building five distinct executive thought leadership platforms, and writing press materials, executive bylines, and digital content behind them.
Restructuring the function and producing inside it at the same time created a fast turnaround on results.
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30% increase in media placements within four months of agency onboarding, focused on trade and business media that reached key target audiences, with an 80% key message pull through.
5 C-suite executives with new, active, and differentiated thought leadership platforms, driving consistent coverage, including a video series on PYMNTS.com, bylines in Bloomberg Tax , Accounting Today, and CXO.
Global analytics: For the first time, the company had regional KPIs and centralized global reporting that made performance both measurable and comparable.
Getting metro Atlantans to buck the car culture for cleaner commuting options takes more than a press release. Award-winning integrated work did just that: more than 1,500 employer partners, 100,000+ new clean commuters, and 2.49 billion vehicle miles removed from the roads.
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Every mile driven puts roughly a pound of pollution into the air, and metro Atlanta's congestion made that arithmetic punishing. The Clean Air Campaign set out to change commuting behavior across commuters, employers, and schools in metro Atlanta.
Changing driving habits in a car culture is not a messaging problem you solve once. -
The program blended regional, statewide and select national earned media, social media, email marketing, community, partner and stakeholder engagement, then went well past standard promotion.
We created innovative incentive programs including Cash for Commuters and the Clean Air Challenge that gave commuters a concrete reason to change (and attracted national media attention), and created BAIR, the Better Air Bear, to engage school-aged children and, through them, their parents.
For employers we built the PACE Awards and Georgia Telework Week, along with the tools and collateral behind them. Because roughly 20 percent of funding came from private sponsorship, we also developed a sponsorship strategy and marketed the packages. -
1,600 employer partnerships established, with those companies, state agencies, and organizations committed to providing and promoting clean commuting to their employees.
102,000+ metro Atlantans participated in clean commuting incentives, and over 75% continued to clean commute (carpool, telework, transit) even two year after the incentive ended.
550 schools participated in The Clean Air Campaign’s educational program.
515 million vehicle miles eliminated from the roads, meaning more than 257 million tons of pollution not emitted into the air.
Proof of concept: Because of the success in metro Atlanta, three other metro areas – Charlotte, Birmingham, and Las Vegas – sought us to replicate similar programs.
A five-week runway, a modest budget, and a first-year conference to fill.
Earned and owned media, partnerships, and paid social did the work of a campaign three times the length.
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SoundBoard, a fledgling one-day digital marketing conference in Athens, Georgia, needed ticket sales and visibility on a five-week timeline and a small budget, competing against several established industry events on the same calendar.
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I ran public relations, partnership outreach, and social media as a single push. That meant a launch release on a cost-effective wire, placements across a dozen vertical and regional event calendars, and targeted outreach to local and collegiate media. Partnerships put the event in front of established professional and university audiences.
On social media , an account audit and rebuild was paired with custom graphics, speaker spotlights, a shareable speaker toolkit, and tightly targeted paid campaigns built to stretch a small budget.
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200 media placements and press release pickups secured, with a reach of 40M impressions.
4,000 unique members reached through two high-value partnerships secured: the University of Georgia and Social Media Club.
29% average increase in audience growth across Soundboard social media channels, with the priority channel, LinkedIn, growing by 70%.
Event growth: Because of the PR sprint’s success in attracting participants, Soundboard expanded from a one-day event to a two-day conference the following year.