A versatile marketing professional across healthcare/medtech, consumer tech, and beauty.

Coordinated production of launch materials across the payor/channel workstream, working within a cross-functional structure (weekly check-ins, project management, multiple stakeholders) to keep materials aligned to launch timing and compliant with payor/DME channel constraints.

G7 15 Day has an 8.0% MARD accuracy rating. Dexcom's Q4 2025 results (13% YoY growth) cited G7 15 Day and expanded access as contributing factors.

Ability to produce channel-specific materials at speed, navigate regulated/reimbursement-sensitive content, and manage production across multiple stakeholders under launch deadlines.

Dexcom's conference footprint spans major industry events (ADA, ATTD, AMCP, PCMA, ASHP Midyear, Asembia, HLTH, VIVE, HIMSS, APhA, Nexus, NACDS TSE, and more) each with its own budget, timeline, sponsorship terms, and cross-functional dependencies. At this scale, the program needed more than execution: it needed a single owner who could track spend in real time, forecast forward, and give leadership a clear picture to make investment decisions on. There was no one doing that end-to-end. I stepped into the gap.

Monthly and quarterly review of spend against a $1M+ portfolio, with responsibility for phasing decisions that inform how budget is allocated across the year.

Running quarterly budget reviews with representatives from Finance, Marketing, Legal, Sales, and Procurement, translating a fragmented, multi-team process into a single coordinated review cadence.

Rebuilt and significantly improved the tracking process for the full portfolio, replacing what had been an informal or fragmented system with a structure that scales to 75+ conferences without additional headcount.

Sole owner of a $1M+, 75+ conference program for the Global Market Access team — no team, no backup, full accountability for accuracy and outcomes. Built a planning process in 2025 from the ground up, giving leadership a forward-looking view they didn't previously have. Became the connective tissue across 5 functions (Finance, Marketing, Legal, Sales, Procurement), each with different priorities and constraints. Improved portfolio tracking accuracy and visibility, reducing the manual reconciliation that used to happen ad hoc across teams.

Leading 2027 conference planning a year ahead of execution: building the framework stakeholders use to prioritize which conferences to invest in, scale back, or cut.

This work reflects a shift from doing to owning: instead of executing tasks assigned by others, I'm the person leadership relies on to know where the program stands, what trade-offs are on the table, and what to do next. Running a $1M+, 75-conference portfolio solo, while also facilitating alignment across five functions, is the kind of scope typically split across a team of two or three.

Cross-functional initiatives generate a lot of information (decisions, timelines, blockers, updates) scattered across teams, agencies, vendors, and leadership. Without someone actively synthesizing and routing that information, priorities get lost, follow-through slips, and leadership loses visibility into what the team is actually accomplishing. There was no dedicated owner of that flow. I built the structure to own it.

Own and coordinate recurring team communications, including a quarterly team newsletter, scorecards, and leadership updates, synthesizing input from multiple stakeholders into concise, actionable summaries that make the team's work visible across the organization.

Serve as the connection point between leaders, team members, agencies, vendors, and cross-functional partners, keeping everyone informed on decisions, timelines, and next steps to reduce confusion and keep initiatives on track.

Lead communications for complex, multi-stakeholder initiatives without formal authority over every participant using clear, consistent communication to build consensus and keep diverse groups moving in the same direction.

Established recurring communication cadences that keep the team organized and accountable: proactively gathering updates, following up on open action items, and ensuring commitments actually get completed.

Became the default point of coordination for a team spanning internal stakeholders, agencies, and vendors: the person people go to for "where do things stand?" Built recurring reporting infrastructure (scorecards, newsletters, leadership updates) that gives leadership consistent visibility into team priorities and wins. Reduced miscommunication and dropped follow-through by proactively tracking action items and closing the loop across stakeholders. Enabled progress on initiatives with no single decision-maker, by using communication to drive consensus.

This is a different kind of leadership than owning a budget or a program — it's leading through influence, not authority. Being the person who keeps a cross-functional team aligned, visible, and accountable is a skill leadership notices even when it doesn't show up on an org chart. It's also exactly the kind of scope that signals readiness for a role with more formal authority to match.

Ongoing production support and stakeholder coordination for payor/channel materials post-launch, adapting materials as Stelo scaled.

Stelo launched August 2024 and surpassed $100 million in revenue in its first twelve months, generating $130 million in sales for the full 2025 year.

Sustained, adaptable channel marketing support beyond a single launch moment — iterating materials as a product scales and its market matures.

Campaigns averaged 80M+ impressions and a 3–5% increase in engagement rate. Managed 25+ influencers per month (macro, micro, nano) against quarterly budgets over $75K, plus external agency relationships for events like pop-ups, press dinners, and creator Q&As.

Full-funnel ownership of a marketing channel from strategy, to budget, vendor negotiation, team management, and measurement.

Secured coverage in 250+ top-tier media publications, including the New York Times, Wall Street Journal, Bloomberg, and Forbes.

Ability to build executive visibility and media relationships at a top-tier level.

Contributed to increased brand awareness and website engagement following launch.

Ownership of a foundational brand asset - an infrastructure that's had lasting visibility for the company for 5+ years, not just a campaign with a defined end date.

The first rollout reached 15–20 million participating users, driving a 26% increase in matches and 12% increase in conversations. The campaign ranked in that year's World Creative Rankings and won multiple industry awards.

Early-career experience on the PR team that led one of the most awarded, highest-risk campaigns in the dating app category, under a live, time-boxed launch with no room for error.