Question 1

How do you approach media budget planning?

Accepted Answer

I start from the other end of the question. Instead of how much should we spend, I want to know how many customers you need, what it costs to acquire one, and what that customer is worth over time. You work backward from there, and the budget becomes an output of the math rather than a guess. Costs go up as you push past your most responsive audiences, and you have to factor in things like operational capacity and lifetime value.

Question 2

What industries do you specialize in?

Accepted Answer

Healthcare and pharma are the core, including specialty healthcare like primary care, cardiology, and pediatrics, as well as rare disease, diagnostics, hospital systems, health insurance exchanges, and addiction recovery. Financial services is another major focus, with the same level of compliance and targeting complexity. I've also worked across education, CPG, fintech, web3, and digital health startups. The common thread is multichannel strategy and measurement.

Question 3

How do you measure media performance?

Accepted Answer

Platform metrics are a starting point, not the answer. What I care about is connecting media spend to actual business outcomes. Enrolled members, funded loans, deposits, whatever the thing is that actually matters to the business. That usually means tying back-end data to platform performance data, building incrementality frameworks, or setting up measurement that goes beyond what Google or Meta report in their dashboards.

Question 4

What is your take on AI in media and advertising?

Accepted Answer

AI is compressing the execution layer fast. Pulling data, building reports, formatting decks, even some of the campaign setup work is getting automated. But someone still has to know which data to trust, which recommendation is too simple, and which stakeholder is going to push back on Monday morning. In regulated industries, that judgment carries even more weight because getting it wrong means compliance risk.

Question 5

Why should I hire you over an agency?

Accepted Answer

When you hire me, you get me. Not a junior person with my name on the proposal. I've been the operator. I've built campaigns, not just conceptualized strategy in a pitch deck. At a lot of agencies, a senior team sells the work and then it gets handed off to junior staff. I bring the strategy, the rigor, and the execution all in one, for a fraction of what agencies charge.

Question 6

What kind of clients do you work with?

Accepted Answer

All kinds. I've worked with early-stage startups figuring out their first acquisition channel and large enterprises managing nine-figure media budgets. The common thread tends to be companies that need strategic thinking, not just someone to manage campaigns. A lot of my work is in regulated industries because those spaces require expertise that most agencies don't have deep bench strength in.

Question 7

What is the most important career advice you would give?

Accepted Answer

Relationships. Full stop. After 20 years, I've seen it play out over and over. People from your past come back around. Opportunities show up because someone remembered you and trusted you. The key is it can't be transactional. Maintain your reputation, be someone people want to work with, and take care of the relationships you build along the way.

Question 8

What results have you delivered?

Accepted Answer

In health insurance, I helped cut lead generation costs by 35% and improved lead-to-enrollment conversion by 18% within the first six months. In financial services, I built a framework that tied back-end deposit data to platform performance so we could optimize for the customers actually bringing in money. For early-stage startups in health tech and web3, I've established CAC benchmarks within 90 days and scaled media investment 3x while keeping unit economics within range.

Question 9

Are you open to full-time opportunities?

Accepted Answer

Yes. I've spent most of my career in full-time agency roles and I'm always open to the right situation. If the right company, team, and role come together, that's a conversation I want to have. I'm not chasing every opening, but I'm not closed off to it either.

Question 10

What kind of company would be the right full-time fit for you?

Accepted Answer

Healthcare and pharma have been the core of my career and I know those spaces well, from the compliance frameworks to the patient and HCP targeting strategies that actually work. Financial services and banking are another sweet spot, especially anything around deposit growth, lending, or customer acquisition where measurement rigor matters. I'm also interested in emerging tech and early-stage companies. Size matters less than the quality of the team and the seriousness of the mission.

Question 11

What would you bring to a company as a full-time hire vs. a consultant?

Accepted Answer

Continuity and depth. As a consultant, I can come in, set strategy, and move the needle. But as a full-time hire, I'm building the infrastructure, developing the team, and compounding results over time. I've managed teams of strategists, built measurement frameworks from scratch, and run programs at scale across multiple holding companies. The difference is that you get the long game: institutional knowledge, stakeholder relationships, and the ability to see a strategy through from planning to optimization over quarters, not just weeks.

Question 12

Would you relocate for the right opportunity?

Accepted Answer

I'm open to it, and I've moved for the right opportunities before. I've lived and worked in New York, Chicago, Philadelphia, and now I have ties to Auburn, Atlanta, and Ponte Vedra. I'm not locked into one geography. I've also worked remote and hybrid for most of my career and I think the best arrangement depends on what the role actually needs. I'm flexible and pragmatic about it.

Pick my brain.