I've spent more than twenty years in marketing, growth, and business leadership, most recently as a marketing executive at 2U/edX. The work has covered a lot of ground: brand, demand generation, growth strategy, product and portfolio marketing, partnerships, go-to-market, and executive advising - across B2B and B2C, from global education technology most recently to consumer brands like Deckers (UGG, Teva) earlier in my career, and with organizations navigating complicated, high-consideration customer decisions.

Across a global portfolio of more than 175 degree and credential programs and an ecosystem of university partners around the world, much of my work sat at the intersection of market dynamics, marketing performance, partner priorities, and business strategy. That intersection is where I do some of my best work.

I like getting dropped into a complicated problem. I ask a lot of questions. I can get deep into the details without losing sight of what the room is actually trying to decide. And the compliment I've heard most consistently over my career is that I make marketing understandable and relevant to people who aren't marketers - which matters, because the biggest growth decisions rarely belong to marketing alone.

I've always thought in em-dashes — long before the machines made them fashionable. A complicated sentence and a complicated strategy work the same way: the pieces only mean something once you see how they connect.

I hold a doctorate in Educational Leadership, where my research focused on how organizations respond to disruptive technology — what happens when a market changes faster than the assumptions and structures built around it. That's probably one reason I've spent so much of my career working through periods of change.

Full Shape brings those parts together. It lets me work with organizations on hard questions, bring an experienced outside perspective, and stay close enough to the work to help build what comes next.