Three-time co-founder. Two decades scaling DTC, marketplaces, and lead generation — through every name the industry has tried to give the work.
Performance marketing wasn't a discipline when I started. It was just the job: drive more traffic, convert more of it. The math has held up across every channel and every platform shift.
What's changed is the leverage. Every era added an order of magnitude — paid search, programmatic, attribution, mobile, retention infrastructure. AI is the next one, and the gap between operators who use it daily and those who talk about it is widening fast.
I started running affiliate offers while I was still in college. I didn't know what it was called — there wasn't really a name for it yet. I just knew there was money to be made if you could get someone to a page and get them to act. The job was driving traffic and converting traffic at the highest rate possible.
That's performance marketing and conversion rate optimization — half a decade before either term entered the vocabulary. At the time it was just the internet, and I happened to be paying attention.
I watched the top affiliates pull serious revenue and realized I needed to understand the engine underneath — not just the offers, but the traffic. I joined an agency to learn how to drive traffic at scale, properly attributed and properly tracked. The classroom was the ad account.
I met a partner at the agency and we left to start Highly Relevant — my first time as a co-founder. The pitch, which sounded radical at the time, was that we weren't selling impressions or rankings. We were selling sales, leads, and phone calls. The metric was conversion, not delivery.
We built end-to-end SEO and paid search processes from scratch, recruited and developed a team of twenty-plus, and ran the work for Burger King, Hyundai, NAPA Auto Parts, and ReachLocal — plus a stable of owned-and-operated brands we ran for ourselves to keep the team sharp.
We sold Highly Relevant to Wpromote in 2014. Wpromote was the largest privately held performance marketing agency in the country at the time, and was subsequently named the leading performance marketing agency in the Forrester Wave.
The exit was validation: what we'd been quietly calling "performance" had become the prevailing model. The bet had been correct, five years early.
After Wpromote I went in-house. Oversee to run search across a portfolio of consumer travel brands — paid search alone produced more than 50% of company revenue, and an SEO rebuild drove a 30% organic lift. ScoreBig to head growth, with P&L on the marketing org and every acquisition and retention channel — SEO, PPC, affiliate, email, PR, social, display, TV, radio, podcast.
Then Atom Tickets — Head of Acquisition and Retention Marketing through 5× customer base growth in two years. Partnerships with Amazon, Starbucks, Target, T-Mobile, and Google. A web-to-app strategy that drove the retention that made the unit economics work. We scaled the business across the United States and Canada.
At Reformation I owned ecommerce and product marketing. The team delivered +60% YoY top-line and +20% bottom-line efficiency in twelve months on roughly three-quarters of total company revenue.
We shipped a self-serve returns-and-exchanges portal that saved seven million dollars in revenue, stood up the A/B testing strategy and roadmap, and led the globalization push across ecommerce product, performance marketing, and operations. Reformation was running at over $250M in revenue.
In 2017 I joined the advisory board of Attentive. They've since raised approximately $863M and reached a valuation around $10B. Watching that company grow from early-stage into category-defining infrastructure has shaped how I think about retention economics and the long arc of mobile-first communication.
I co-founded and serve as fractional CMO of the Sam Adam Jr. Law Group. The work has been more transformation than continuation: we took a recognized Chicago civil and criminal practice and rebuilt it as a personal injury and medical malpractice referral monster.
The brand reputation was already there. The job was identifying where that reputation could be translated into real referral volume — and building the acquisition engine to capture it at scale.
I co-founded Amuse and ran it as CEO, leaning into product and marketing. We built a DTC platform in a category where the rulebook was being written in real time. Zero to $50M ARR in eighteen months. Raised $55M+ across two rounds.
Partnerships with Live Nation, Cookies, Justin Bieber, and Seth Rogen. Brand built across billboards, wildposting, direct mail, door hangers, podcast, radio, and experiential. Retention infrastructure across triggered email, SMS, and push. Acquired in 2023.
Co-founded Attorney Share as CMO, my third co-founder role. Built the product and the marketing in parallel from blank pages — performance, brand, partnerships, CRM across email, SMS, and direct mail, plus the platform itself.
Zero to $30M enterprise value in twenty months. Raised a $5M seed and proved product–market fit. Recruited and developed the team that runs it.
My current work is at Keller Postman and Atticor, overseeing marketing across the portfolio of personal injury brands Atticor is acquiring. Currently four brands across fourteen states, with three more brands and eight more states coming online. Annual marketing budget north of $210M.
Each brand has its own market, creative voice, and intake economics. The job is finding leverage across the portfolio without erasing what makes each brand work — and building the analytical, attribution, and tooling infrastructure that lets the portfolio operate as more than the sum of its accounts.
The defining trait of the next decade of marketing leadership is going to be how comfortable an operator actually is at the keyboard with an LLM. Most aren't. I am. The proof is in the meter.
That's one month, one console, one operator. Most of it went into building internal tools, pressure-testing channel marketing mix decisions, modeling CAC scenarios, and unlocking the team's potential. None of it was demos.
Years of shipping production software in service of the work — from one-off utilities to full multi-agent platforms. Browser-native instrumentation, mobile, smart LLM routing, security primitives, and the deployment stack underneath all of it. Most of it solves a problem someone else was charging too much to solve.
Production multi-agent architectures that observe, reason, and act. Specialized agents coordinating across context to do what a single model call can't — the pattern underneath Eidros and the analytical work that drives portfolio decisions.
Routing across model tiers based on task complexity, cost ceiling, and latency budget. Opus for heavy reasoning, Sonnet for fast iteration, Haiku for cheap repetition. The discipline behind moving 13.5M tokens through a month without blowing a quarterly budget.
Manifest V3 extensions for behavioral capture, on-page automation, and data extraction from platform internals. Includes a companion extension for Eidros — and a separate one quietly pulling Local Services Ads spend out of Google's batchexecute RPC, replacing a five-figure vendor.
React Native and Expo. Magic-link auth, push notifications, screenshot-to-text via OCR, share-link voting flows. Backed by Next.js APIs and Supabase. Native enough for App Store distribution. Portable enough to swap pieces in an afternoon.
Multi-channel CAC modeling, paid-leakage scenarios, cross-domain tracking audits, attribution-window analysis. The infrastructure that makes channel-mix decisions defensible — and that catches attribution drift before it becomes a quarter-end conversation.
Plan editors, invoice ledgers, reconciliation flows, heavy-up tracking, market-level rollups across TV, radio, and digital. The unglamorous infrastructure under a media budget — the part most teams hold in spreadsheets and then realize they shouldn't.
Share-of-voice tracking, creative monitoring, channel-presence detection — across the players actually competing in a market, not the convenient list a vendor picks. Built when off-the-shelf platforms missed the questions we needed to ask.
AES-256-GCM encryption for static deliverables, SHA-256 hashed access via the WebCrypto API, MV3 sandbox patterns. Internal apps that ship behind credentials without leaking — plus passive security reviews across a portfolio of web properties.
Next.js 14, Supabase, Clerk, Stripe, Vercel — the same stack underneath self-contained password-gated tools, full SaaS products, and everything in between. Apps that ship in an afternoon and replace in another.