AGENCY: WEST BBDO

THE PROBLEM

AT&T is a household name when it comes to its wireless service, but less known for its home internet offerings.

The challenge wasn't simply to sell more internet, it was to make Home Internet feel less like a utility and more like a powerful tool enabling connectivity and possibility.

THE STRATEGIC MOVE

We shifted the conversation from what connectivity is to what connectivity enables.

Connecting Changes Everything.

A reliable connection isn't valuable because it works. Its worth is a result of the people, passions and experiences made possible.

THE COMMUNICATIONS STRATEGY

I built the communications strategy around distinct customer jobs across Living, Looking and Buying.

That meant defining what communications needed to accomplish at each stage: establish AT&T as the reliable choice, demonstrate Fiber superiority, help people understand the right product for them, create urgency with relevant offers and reinforce satisfaction after purchase.

The platform became a strategic spine, not just a campaign line, allowing creative and media to flex by audience, moment, channel and business objective while staying connected to one larger idea.

BRINGING IT TO LIFE

Gaming became one way to make the strategy tangible.

Rather than talk about speed or reliability in isolation, the work showed what a connection makes possible: the communities, competition and experiences that matter to people.

That gave the strategy a more human job for creative: don't tell people connectivity matters. Show them what changes when it does.

MY ROLE

I led brand, customer and go-to-market strategy for a $26M Home Internet portfolio, serving as the strategic connective tissue across Product, Analytics, Marketing, Creative, Media and Account teams. I built the communications architecture, translated business and customer priorities into creative briefs, and stewarded strategy from overarching platform through execution and measurement.

OUTCOME

AT&T Home Internet saw 17% year-over-year fiber revenue growth and 2.6M additional subscribers (+1.5M Fiber, +1.1M 5G Internet Air).

THE TAKEAWAY

Connectivity isn't the destination, it's what makes the next thing possible.

AGENCY: VML

THE PROBLEM

How do you make an abstract government process feel personal enough to act on…especially at a time when trust in government is low, the country is divided and most people don't really know about the widespread community impact that the Census can potentially change?

THE STRATEGIC MOVE

We made promising futures for communities tangible.

People already understood what priorities made for a community worth living in: schools, hospitals, roads, businesses and public services. What they DIDN’T know was how the Census could shape those things.

So we reframed participation as a way to help shape the future of the places people call home.

Shape Your Future. Start Here.

FROM STRATEGY TO SYSTEM

The challenge wasn't finding one message that worked for everyone, it was creating a strategic system that could stay coherent while becoming relevant to radically different audiences.

MY ROLE

I led audience and communications strategy across a highly complex, multi-agency ecosystem, using primary research and behavioral analysis to shape audience priorities and messaging. I facilitated cross-functional workshops to align senior stakeholders and worked closely with creative and partner agencies to translate the strategy into a scalable system of audience-centered work.

The campaign ultimately spanned approximately 627 executions in 44 languages within a $500M media investment.

BRINGING IT TO LIFE

The work had to explain the Census, make its consequences understandable, and motivate action, without sounding like a lecture from the government.

That meant turning a complicated civic process into accessible, human storytelling across film, social, digital, multicultural communications and more.

OUTCOME

The 2020 Census achieved a higher self-response rate than 2010, reached a 99.9% completion rate, and recorded a 7.5% increase in population count over 2010.

THE TAKEAWAY

People already knew what made a community worth living in, we just had to show them how being counted in the Census could help make it happen.

AGENCY: GALLEGOS UNITED

The brief was simple: create a Spanish-language campaign.

We thought the bigger opportunity was to question the audience definition itself.

WHAT WE SAW

Hispanic consumers weren't simply a language segment.

For a growing bicultural audience, moving between cultures wasn't a compromise, it was a strength. But the brand's communications weren't reflecting that reality.

THE STRATEGIC MOVE

We moved the brief from:
How do we translate English ads?
to:
How do we make the brand relevant to people who live fully in both cultures?

That reframing led to Because I Can, a platform built around the confidence and possibility of navigating both worlds.

WHY IT MATTERED

The insight changed more than the message. It changed the kind of audience strategy Comcast could build.

The resulting work became Comcast's first bilingual campaign and helped open the door to further original programming and communications for Latino audiences.

MY ROLE

I challenged the initial audience framing, led the audience and cultural research, and translated the findings into a strategic reframing that gave creative a new territory to work from. I helped move the brief from a language solution to a broader bicultural audience strategy.

THE TAKEAWAY

The brief wasn't wrong. Our definition of the problem was incomplete.

Agency: Madwell

THE PROBLEM

Life insurance had a relevance problem.

The category was dense, jargon-heavy and built around an uncomfortable conversation about death. Everly wanted to bring universal life insurance directly to millennials in a simpler, digital-first way.

THE STRATEGIC MOVE

Play into our target audience’s tendencies to be financially illiterate and “death positive.”

Millennials were more open to talking about mortality than previous generations. That created an opportunity to reposition life insurance around the thing they actually cared about protecting: the life they were building.

PLATFORM

Worth Living.

A proposition that turned life insurance from something you buy because you're preparing for death into something you buy because you're invested in living well.

BRINGING IT TO LIFE

The strategy shaped the brand personality, from our anti-hero Grimmy, irreverent face of mortality to a digital experience designed to remove friction and make the product easier to understand and manage.

The work didn't just simplify the information. It made the category feel less intimidating and more human.

MY ROLE

I led the strategic positioning and reframed the category around a behavioral truth: people weren't buying life insurance because they wanted to think about death, they were buying it because they had a life worth protecting. I translated that strategy into the brand platform, voice and customer experience, working across cross-functional client and agency teams (from creatives to compliance).

THE TAKEAWAY

Grimmy could be irreverent about death because the brand was finally serious about life.

AGENCY: GALLEGOS UNITED

THE PROBLEM

Target had a strong reputation as a place people enjoyed shopping. But when it came to the everyday things people needed like beauty, household essentials, food and everything in between…it wasn't always top of mind.

The opportunity was to make Target feel less like a shopping destination and more like a trusted partner in everyday life.

THE HUMAN TRUTH

For Latina moms, “everyday” is rarely routine.

They're constantly switching roles, caregiver, cook, stylist, tutor, chief organizer, problem solver and dealing with whatever other unexpected life twists come their way.

THE STRATEGIC MOVE

We reframed those everyday curveballs as their own form of heroism.

Anyday Heroics.

Target didn't need to promise to make life perfect.

It just needed to be the brand with a solution when life inevitably got weird.

BRINGING IT TO LIFE

“Life as a Moving Target” dramatized small disasters, surprises and inconveniences that can derail a normal day, and showed Target as the place that could help get things back on track.

MY ROLE

I developed the audience and cultural strategy that connected the realities of Latina moms' lives to a broader, more emotionally useful role for Target.

THE TAKEAWAY

Latina moms didn't need Target to be perfect. They needed it to keep up.

AGENCY: Nissan United \ fluent360

THE PROBLEM

The holiday season is usually treated as a few separate moments: Thanksgiving, Christmas, New Year's.

But for many Hispanic families, celebration doesn't fit neatly into a Western holiday calendar.

THE HUMAN TRUTH

Hispanic holidays stretch.

More days. More generations. More reasons to get together.

From Día de los Muertos through Día de los Reyes, the season becomes a months-long rhythm of family, food, travel and traditions.

THE STRATEGIC MOVE

We gave that extended season a name:
NOVIDIERO = NOviembre + DIciembre + enERO

Positioning Nissan as the vehicle that helps keep all of the festivities of the entire Hispanic holiday season moving.

BRINGING IT TO LIFE

The strategy connected Nissan's “Built to Thrill” heritage to the realities of Hispanic mobility during this lengthier period of celebration and traditions: visiting family, carrying gifts, bringing everyone together and making the trip part of the celebration.

MY ROLE

I developed the cultural insight and strategic platform, translating a nuanced audience behavior into a simple, ownable brand idea.

THE TAKEAWAY

The season was already three months long. Novidiero gave Nissan a reason to own it.

AGENCY: Nissan United \ fluent360

THE PROBLEM

Most cars are designed to disappear into the background.

Nissan didn't want to. The brand's design philosophy was deliberately more provocative,

“Others make cars that are ‘easy to love. We can be polarizing but in a good way.” - Nissan Design Team

In a category where consumers can default to what's familiar, Nissan’s designs were intended to be noticed and evocative.

THE HUMAN TRUTH

We all fall into autopilot.

Morning coffee. Doomscrolling. The same route. The same routines. Even the drive itself can become something we barely notice.

THE STRATEGIC MOVE

Thrilling Design.

The design of a Nissan shouldn't just look different.

It should wake you up.

BRINGING IT TO LIFE

We translated Nissan's design philosophy into stories featuring people whose lives and perspectives were as distinctive as the vehicles themselves.

Community influencers and culturally relevant talent helped show that “thrill” wasn't one thing or one type of driver, it could take many forms.

MY ROLE

I developed the strategic platform that connected Nissan's distinctive design philosophy to a broader consumer truth about breaking out of autopilot. I translated the product attribute of design into a more emotionally meaningful brand experience for consumers.

THE TAKEAWAY

A car that looks different is a design choice. A car that wakes you up is a strategy.

AGENCY: McCann Worldgroup

Hispanic Gen Z was underrepresented among Army recruits, despite representing a significant share of the U.S. population.

The immediate question was how to recruit more Hispanic young people.

The bigger question was why the Army wasn't even making it into the consideration set for them, or for family members that had major influence over their decisions.

THE STRATEGIC MOVE

I started by filling in knowledge gaps about Hispanic audiences, building an understanding the organization didn't have.

For the first time in Army and agency history, I convinced clients to conduct qualitative and quantitative research centered on Hispanic Gen Z and their parents.

That research uncovered barriers around family expectations, education, perceptions of military life and limited awareness of the breadth of careers available in the Army.

The story shifted from what people thought the Army required them to give up to what the Army could help them build.

PLATFORM

Brings the Future Forward to a Versatile Team

OUTCOME

The work generated significant positive movement in brand perceptions among Latino Gen Y/Z prospects and parents.

More importantly, the impact lasted beyond the campaign: Latino audiences moved from being overlooked to becoming a continual focus for Army communications.

MY ROLE
I identified a gap in how the organization was learning about key prospect audiences and designed research that could establish a benchmark and become a turnkey approach for future work. I translated qualitative and quantitative findings into actionable audience strategy and marketing tactics and helped turn a one-time research need into a more durable planning tool.

THE TAKEAWAY

Hispanic Gen Z was where we started. The research method went on to inform work with other underserved Gen Z audiences.

AGENCY: McCann Worldgroup

THE PROBLEM

People didn't really understand what the Army Reserve was.

The word “Reserve” created the perception of soldiers waiting to be called into combat, while fears about combat, time commitment and losing touch with family and personal life were also key barriers to joining.

THE STRATEGIC MOVE

Instead of arguing against those perceptions, we showed how the Army Reserve defied them.

Part-Time Service. Full-Time Success.

The strategy made the contradiction the selling point: you could serve your country without putting the rest of your life on hold.

BRINGING IT TO LIFE

The work reframed the Reserve around three ideas:

Part-time: service was more manageable than people assumed.

No compromise: reservists could serve close to home while maintaining their lives and interests.

All soldier: part-time service still delivered the leadership experience and benefits of being a soldier.

OUTCOME

Army Reserve site traffic increased 26% year over year, reaching an all-time high at the time. Time spent on site and click-throughs to local recruitment centers also exceeded campaign goals.

THE TAKEAWAY

Serve part-time, keep your life, your city, but gain soldier's full benefits."

AGENCY: McCann Worldgroup

THE PROBLEM

USPS had the reach to help businesses grow.
Hispanic small-business owners didn't always see it that way.

They weren't convinced USPS could handle the volume and scale of a growing business, even though USPS had something private carriers couldn't easily match: a delivery network that reaches more than 170 million addresses across the country.

THE HUMAN TRUTH

The biggest competitive advantage wasn't just the network.

It was the person attached to it.

Hispanic SMB owners described seeing the same USPS carrier again and again, someone familiar with their business and neighborhood. UPS and FedEx might deliver the package, but USPS had already built the relationship.

THE STRATEGIC MOVE

Carriers That Care.

We made USPS's last-mile advantage human.

The carrier became proof that USPS wasn't simply a shipper with national reach. It was a partner that showed up—literally and consistently—for your business.

BRINGING IT TO LIFE

“Greetings” demonstrated the familiarity of those carrier relationships through culturally specific salutations, while

“Growing Together” expanded the idea to show how USPS could support businesses as they grew. Digital and social work reinforced USPS's ability to serve businesses large and small.

MY ROLE

I led the audience and cultural strategy, identifying the carrier relationship as an ownable brand asset and connecting it to USPS's broader reach and business capabilities.

THE TAKEAWAY

Service that goes the extra mile, literally AND personally.

AGENCY: CG MGS

THE PROBLEM

Verizon had permission to be premium, but struggled with cultural relevancy for an audience leading pop culture trends.

Among African American millennials, the brand was seen as high quality and technologically superior, but also stuffy and disconnected from the culture moving around it.

THE HUMAN TRUTH

For this audience, music wasn't just entertainment. It was a way to express identity, participate in culture and share experiences in real time.

And when the experience is happening now, connectivity now, in real-time matters.

THE STRATEGIC MOVE

Expression Amplified.

We positioned Verizon's network as more than infrastructure. It became the technology that could help people experience culture, express themselves and share it in the moment.

BRINGING IT TO LIFE

The strategy came to life through Verizon's Now Playing tour and presence at the Essence Music Festival, pairing technology with artists, entertainment and the communities already shaping culture.

Rather than interrupting culture, Verizon created a place within it.

MY ROLE

I developed the audience and cultural strategy connecting Verizon's network advantage to the behaviors, cultural passions and expectations of African American millennials.

THE TAKEAWAY

Verizon didn't need to sponsor culture, it needed to show up meaningfully within it.

AGENCY: GALLEGOS UNITED

THE PROBLEM

Alzheimer's advertising had a familiar problem: Everyone knew about memory loss.

Another story about forgetting wasn't going to make people see the disease differently.

THE STRATEGIC MOVE

Starting from a different perspective: What if we could make people experience Alzheimer's rather than simply explain it?

THE INSIGHT

Alzheimer's can affect more than memory. It can alter how someone perceives the world around them, including color, awareness and visual fields.

That opened a new creative territory: Through the Lens.

BRINGING IT TO LIFE

We distorted familiar portraits and imagery to recreate, symbolically, the fractured visual experience of someone living with Alzheimer's.

The result was Alzheimer's Gallery, a campaign designed to make the disease visceral rather than abstract.

The work lived as print, OOH and a physical gallery at Los Angeles ArtWalk, where artwork was sold to benefit the Alzheimer's Association. It also generated international coverage and won a Bronze Cannes Lion and multiple CLIO Healthcare awards.

MY ROLE

I developed the strategic insight and creative direction that moved the campaign beyond the category's familiar memory-loss narrative.

THE TAKEAWAY

Everyone had told the memory-loss story. Nobody had shown what it actually looks like to lose it.

AGENCY: GALLEGOS UNITED

THE PROBLEM

The World Cup was a massive cultural moment, but most brands were still talking to the obvious audience…MEN.

THE HUMAN TRUTH
Latina women were serious soccer fans too (even more likely to watch matches than American men).

For them, the game wasn't simply something to watch. It was tied to family, culture, national identity, and the style that came with it.

THE STRATEGIC MOVE
Instead of treating Latina soccer fans as a niche audience, we made them the center of the conversation.

Fanáticas.

JCPenney could connect soccer fandom with fashion, identity and the way women actually showed up for the game.

BRINGING IT TO LIFE
The campaign celebrated the vibrancy of Latina fans, bringing together soccer, style and cultural pride rather than treating women as an afterthought to the World Cup conversation.

MY ROLE
I identified an overlooked audience opportunity in Latina soccer fandom and developed the cultural strategy connecting the World Cup to fashion, identity and family. That reframing gave JCPenney a role in the conversation beyond simply sponsoring or promoting the event.

THE TAKEAWAY
Latina fans weren't on the sidelines of this category. Everyone else's strategy was.

AGENCY: interTrend

THE PROBLEM

Corolla was practical, compact and reliable.
Useful qualities, but not necessarily qualities that inspire desire.

THE HUMAN TRUTH

Our audience's lives were anything but small. Young Asian consumers lived in dense US cities with expansively modern interests: gaming, design, animation, travel, music and technology. Their worlds blended logic and imagination.

THE STRATEGIC MOVE

Instead of apologizing for Corolla's compactness, we made it part of the proposition:

Small in Size. Big in Possibility.

BRINGING IT TO LIFE

Hatsune Miku became the perfect expression of that idea.

A virtual Japanese pop icon who exists digitally yet performs for arena-sized audiences made the strategy tangible: big dreams can come from compact packages.

The work expanded into Miku's first U.S. concert, Anime Expo, digital content, social, influencer partnerships, OOH and the Toyota digital experience.

The campaign drove more than 3M online views; Toyota Shopping Tool downloads increased 600% on concert night, and Corolla leads rose 30% that week.

THE TAKEAWAY

Never underestimate what small can do.

AGENCY: RPA

THE PROBLEM

In Las Vegas, luxury offerings were highly competitive.

The category was full of polished experiences, familiar status symbols and predictable ideas of indulgence.

Mandalay Bay needed to stand apart without simply trying to look more luxurious than everyone else.

THE OPPORTUNITY

Depart from traditional luxury and offer a different kind of luxury that felt authentically Las Vegas.

Mandalay Bay could be exotic, eclectic and definitely uniquely experiential.

THE STRATEGIC MOVE

Untamed Luxury

Instead of defining luxury by how polished something looked, we defined it by how much it could make you feel.

BRINGING IT TO LIFE

The strategy gave the brand permission to juxtapose refinement with surprise, and to position Mandalay Bay as a more contemporary expression of luxury.

Rather than compete with the category on its terms, we created a more ownable definition.

MY ROLE

I led the strategic positioning for the new-business pitch, identifying whitespace between traditional luxury and the more adventurous experience Mandalay Bay could uniquely offer. I developed the competitive framing and platform that helped the agency differentiate the brand and win the business.

THE OUTCOME

The work helped RPA win the Mandalay Bay business, generating approximately $7M in billings.

THE TAKEAWAY

Las Vegas luxury got stuffy, so we opened a window.