Over four years, I’ve built the Mosaic brand by aligning design and strategy with business goals for the solar and home improvement financing platform that Mosaic supports.

I lead the company website migration from a failing platform to a stable one with a development environment, which included the re-architecture of the installer and borrower user experiences.

I’ve directed internal and external branding and marketing efforts including product launches, digital campaigns, social media, and events and trade shows.

Mosaic makes financing solar, energy storage systems, and other home improvements accessible and affordable for homeowners by providing the simplest borrower experience in the industry. Customers are referred by approved solar installers and home improvement contractors and can qualify instantly for no money down loans with fixed interest rates and multiple term options.

PayPal had the rare opportunity to (re)shape its future when it was launched independently of Ebay in 2015. This was an opportunity for them to redefine their brand and build new relationships with consumers, merchants, and employees. For PayPal to succeed, employees needed to understand what direction to go in and actively participate in building the future of the brand.

With only two weeks to spare, PayPal brought us in to help them tell their brand story to the executive leadership team. 

The Coca-Cola Company was looking to transform its 750,000 associates into passionate advocates—people who would love and champion its brands and products. We helped them create Coca-Cola Ambassador—an invitation to connect, engage, and be Coca-Cola’s best and most loyal consumers.

To stay competitive amid changing market conditions, SunPower’s CEO knew it was vital to move the company from technology-driven to customer-focused. To make this change, the strategy and cultural shift required to implement it had to be made clear to help the company radically re-orient itself. It was called North Star. 

North Star was initially an ambiguous initiative that even its own architects struggled to define. By working closely with the client’s core team, we not only figured out what North Star meant and the content it needed to share, but we created a detailed plan and wrote all the materials that would be shared with managers and each of the 7,500 employees around the world. North Star became a step-by-step plan to help everybody know what matters about SunPower’s culture, values, and brand—and start behaving in new ways. Every employee who interacted with North Star was genuinely engaged and inspired to become a change agent.

At Levi’s, product development, marketing, merchandising, and the go-to-market functions were siloed. As a result, advertising showed up without product, time and money were used inefficiently, and market impact was diluted. We worked with the VP of Global Brand Marketing to define and launch the Integrated Market Action Plan (IMAP), a process that assured integration, collaboration, and a stronger, clearer presence in stores. 

Using the Embarcadero Partners brand standards as a guide, I created four distinct documents that look like they came from the same family, yet stand on their own. 

2011 marked the start of a new Dell. The company had begun to change from a products company into an end-to-end solutions provider. Dell had to articulate what this meant. We helped them launch the inaugural Dell World by creating the vision for the event, defining the identity and conceptual approach, and providing strategic and creative direction for all materials and designs.

In 2012 we created The Dell World Event Guidelines to help ensure multiple internal and agency teams executed a singular vision for Dell’s most important customer-facing event. The 108 page document provided an overarching framework and guide to help design and develop specific communications and experiences, ensuring a consistent, compelling and memorable event for every attendee. This is a sampling from the document.