Discovery and inquiry have always been essential to my life.
My parents—an engineer and a nurse—made evidence-based thinking and mathematics integral to our daily world, shaping both my academic confidence and professional path. Which helps explain my sideways entrance into marketing and communications.
I began my education at Simmons University intending to become a physical therapist, completing demanding coursework in the sciences, including anatomy and physiology studies at Harvard Medical School. Along the way, I also became fascinated by psychology and the study of human behavior—what motivates people, how they make decisions, and why some ideas resonate while others do not.
Over time, I realized that while I admired the sciences, my greatest interest lay at the intersection of people, ideas, and communication. That realization led me into the world of marketing and communications, where I spent decades helping retailers, financial services organizations, and other businesses build brands, earn trust, and create meaningful connections with their audiences.
Years later, that path brought me full circle. The scientific foundation I developed early in my education, combined with a career spent understanding how to communicate complex ideas, proved invaluable in my work with researchers dedicated to advancing human health. This realization set the course for the rest of my career.
Throughout my career, I have had the extraordinary opportunity to help organizations communicate some of the most complex and consequential challenges imaginable.
• A nonprofit working to accelerate cures for Alzheimer’s disease
• A real estate company working to reinvent how the industry served consumers
• Financial institutions navigating technological transformation
• Startups attempting to introduce ideas the market had never seen before
• Leadership teams searching for the clearest expression of who they are and why their work matters
What ties these experiences together is not industry. It is the work itself.
The process of deeply understanding an organization, its audiences, its opportunities, and its internal dynamics—then helping shape communications and strategies that are both intellectually rigorous and emotionally resonant.
I have learned that the organizations doing the most meaningful work are often not the loudest ones in the room.
I have learned that the distance between a brilliant idea and a broadly understood one is almost always a communication problem.
And I have learned that the people best equipped to solve those problems are the ones willing to do the unglamorous work of genuinely understanding what they are communicating before writing a single word.
A Few Things I Believe
Simplifying something requires deep understanding.
Warmth and intelligence are not opposites.
Data matters. Human behavior matters more.
Great organizations are built internally before they are expressed externally.
Brand is not decoration. It is accumulated trust.
Audiences can sense authenticity—and they can sense when it’s missing.
Technology changes constantly. Human needs do not.
Outside of Work
Rules I live by:
Live in a tourist town. Own a convertible. Have dogs. Be kind. And make friends—which often happens through working with wonderful, talented, world-changing people.
