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Marketing & Growth Strategist | Sales Insight | Practical AI

Head of Marketing

Marketing, Rebuilt From the Ground Up

I help professional-service businesses clarify their message, build trust, and turn strategy into growth. When the marketing department went from five people to one, that one was me. I built the AI systems that made that possible, and ended up the person the whole company came to for them.

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ABOUT Me

I spent more than 10 years inside MBSATA, an accounting and advisory firm, progressing from hands-on marketing and business development to Director of Marketing & Sales and Chief Strategy Officer. That experience taught me how marketing connects with sales, client service, operations, and the larger direction of the business.

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When our five-person marketing function consolidated under me, I began building practical AI systems to support research, content, outreach, and other work that previously required a larger team. That work eventually expanded beyond marketing, making me the person colleagues turned to when they wanted to understand where AI could improve the business.

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Today, I combine accounting-industry knowledge with marketing leadership, sales fluency, operational understanding, and practical AI development. I don’t look at AI as a collection of isolated tools. I look at how a firm can retain what its people know and make that knowledge more useful across the business.

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Experiences That Shaped My Work

Three roles got me here: marketing first, then sales, then AI. Each one built on understanding how business owners think.

2016 - 2019

Marketing Business Development Manager

I built my marketing and sales foundation at MBSATA, a B2B bookkeeping and advisory firm in New York City, right as automation started making traditional marketing (referrals, networking events, cold calls from purchased lists) less effective. I researched the market and led the move to specialize by industry, building targeted landing pages, blog content, and outreach for each vertical. That approach created a steady flow of inbound calls I handled myself, turning marketing into a direct pipeline for new business.

2019–2023

Director of Marketing and Sales

I ran marketing and sales as a single function, so every touchpoint built toward the close instead of stopping at brand awareness. I understood what business owners actually worried about, like cash flow, hiring, and growth, and used that to shape outreach, proposals, and follow-up that read like advice, not a pitch. That approach translated into consistent, compounding cash flow growth month over month and built relationships that turned into repeat and referral business.

2023–2026

Chief Strategy Officer (Head of Marketing)

As search results started answering questions directly instead of sending people to websites, I leaned into what search couldn't replace: relationships, partnerships, and channels we owned outright, including a short-form insight channel for architecture and design firm owners.

My Memorable Highlights

A few moments from the past decade that I'd point to myself, the ones that best show how I actually work.

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Spotted the shifts

Prospect behavior, search, and AI were all moving the same direction: expertise was becoming worth more than reach.

  • 2020-2021:

Traditional SEO still mattered, but the harder question was how to show what I'd learned instead of sounding like every other firm in the category.

  • 2022-2024 (From Broad Content to Niche Authority): 

I stopped publishing for a general audience and used our own client history to decide what to write: which industries, problems, and outcomes came up most, then content and offers built around those patterns instead of guesses.

Built a niche proof point

"A Quick Note" turned the patterns I was seeing into short, practical content for architecture and design firm owners, building trust before the sales conversation even started.

  • 2025-2026: 

A Quick Note turned the patterns I was seeing into short, practical content for architecture and design firm owners: one idea, three times a week, written, spoken, or filmed depending on which suited it. As AI summaries and answer-style search made broad content easier to ignore, specific insight for a defined audience is what held attention. It made MBSATA easier to understand, easier to trust, and easier to recognize as a specialist.

Built the AI Automation system

I started using AI on the thinking behind the content, not just the production of it.

  • LinkedIn Prospect Intent Scraper

I built a system that watches for real engagement on LinkedIn, comments that show genuine interest, not just a like, then builds a rapport profile on that person before I ever reach out. It's scraped over 100 leads this way, each one behind the intent of someone who might need our support right now.

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  • Editorial Workflow Assistant

I built it to move a piece from outline to publish, with AI drafting and polishing at each stage.

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The Outcome Behind the Story

What the work produced, and what it changed.

500+ Subscribers 

Grew A Quick Note into a trusted channel for architecture and design firm owners.

Prospects Arrived Warm

First calls opened with "great timing," "you caught me at the right time," or "nice marketing." That reaction became repeatable.

Positioning Owners Recognized

Connected MBSATA's advisory knowledge to what firm owners raised most: pricing, cash flow, hiring, and growth.

Became "The AI Guy"

The automation I built for marketing led other departments to ask for the same. I became the person the company turned to for anything AI.

Methodologies That Shaped My Work

I have an endless need to keep learning, so methodologies find their way to me from everywhere, storytelling, psychology, growth strategy, and not just marketing. The ones that actually hold up, I keep.

 

Here are five that have shaped my marketing.

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    Purple Cow: Transform Your Business by Being Remarkable, by Seth Godin, 2003. His whole argument was that advertising stopped working because the market got too loud. The only way anyone hears you now is by being remarkable enough that people talk about you without being asked.

  • I'm always learning from people who came before me, mixed with what I've picked up through my own trial and error. I came across Seth Godin on a podcast, where he described driving past field after field of ordinary cows until one purple cow stops you in your tracks. That's what remarkable means, not louder, just different enough to notice.

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    There are thousands of bookkeeping companies in New York. Our purple cow was never going to be the service itself. It was our team, the personality and culture we brought to the work. So instead of pitching what we did, I started showing people who we were.

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    Prospects stopped meeting a company and started meeting a team they already felt like they knew. That's the shift that made them want to work with us, not just hire us.

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    The Psychology of Storytelling, Joanna Wiebe. One of eight principles she breaks down is Chekhov's Gun. If you show a gun in act one, it has to fire by act three. Every detail you include is a promise to the reader's brain that it will pay off, and if it doesn't, that unfinished detail creates frustration, not engagement.

  • I used to think more detail meant more credibility. Case studies, extra features, a stat here, a mention there. Then I started asking one question about every line I wrote, what job does this do. Does it build desire, handle an objection, provide proof, create urgency. If I couldn't answer that, it got cut.

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    That discipline changed how I edited everything, from the copy on our own site to blogs. Every sentence had to earn its place, not just sound good. The result wasn't shorter writing for its own sake, it was writing prospects actually trusted, because nothing on the page felt like filler.

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    The 5 Sources of Thought Leadership Content, Animalz. The article breaks down where credible thought leadership actually comes from, counter-narrative opinions, personal narrative, network, industry analysis, and data storytelling. Most people stall on ideas because they're waiting for one big insight, when really they just haven't identified which of these five wells they're pulling from.

  • I used to get stuck staring at a blank page waiting for a fully-formed idea. This article gave me a way to name where ideas actually come from, so instead of waiting for inspiration, I'd ask which source I was pulling from, a story from a client conversation, a pattern I noticed across firms, a stance I disagreed with in the industry.

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    Once I started naming the source, I stopped stopping there. I began blending them, a personal story that led to a counter-narrative opinion, or industry analysis backed by something I was seeing across our own client data. That's when the ideas stopped feeling thin and started feeling like something only I could have written.

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    Architecture Firm Growth Stages, Enoch Sears. He maps the invisible walls firms hit as they scale, freelancer to employer to seven-figure firm to machine. The line that stuck with me was that what works at one stage stops working at the next, and getting past the wall requires a revamp from the ground up, not a tweak.

  • I watched this play out firsthand when MBSATA moved into its next stage as a company. I was one of the people building that transition, and what struck me wasn't just that the operations had to change, it was that everything downstream of it had to change too, including how we marketed ourselves.

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    The way I positioned us before that transition didn't hold up after it. The message, the offer, even who we were talking to had to be rebuilt, not adjusted.

     

    That's when I stopped treating marketing as something you set once and maintain, and started treating it as something that has to be rebuilt every time the business itself moves to a new stage.

My Biggest Challenge

For years, I ran marketing on my own. Eventually I had one teammate helping with brainstorming and blog content, and that lasted about a year. Then the team consolidated under me: an intern and three others, all at once, on top of my own work.

I'd never managed a team before. Each person had a different personality and learned differently, which caught me off guard. A mentor had once told me that if you're selling to a table of five, seven, or ten people, you have to sell to each of them differently. That advice became how I led. I had one-on-ones with each teammate, adjusting how I gave feedback and talked through projects based on who they were.

All of this was happening while the company narrowed its marketing focus, deciding which prospects it wanted to serve, with major campaigns already in motion. Out of that stretch came wins: several well-funded startups came on as clients, our first webinar brought in new business, and the internal systems I built let the team develop contacts faster. Over time everyone grew comfortable in their roles, and I learned to lead in the middle of all of it.

Where I can add value

Marketing, sales, business strategy, and AI don't have to live in four different people. I bring all four, so whatever the size of your team, you get someone who sees the whole picture.

Marketing Strategy

I don't treat marketing as a set of disconnected tasks. Positioning, audience insight, content, and outreach all tie back to the same goal, so the work moves the business forward instead of staying busy. That means less time spent stitching together work from people who don't share context on your business, and a strategy that actually compounds instead of resetting every quarter.

Sales Fluency

Sales doesn't start at the pitch. Understanding how trust gets built before and during the conversation, and what a client is worth over time, changes how I market from the start, especially in service businesses where credibility is the product. That means prospects show up to the first call already sold on working with you, not still deciding whether to trust you.

Business Owner Perspective

Most marketers have never sat on the other side of the table. I have. After a decade of advisory conversations, I understand the pressures behind growth, pricing, hiring, and client relationships. That means you're not explaining your business to me before I can market it. I already know where the pressure points are.

AI Without the Headcount

I build systems that move across the whole business: research, reporting, client communication, and the operational work. They extend what a team can cover without adding people. That means you get the output of a small team's marketing function at the cost of one hire.

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My tool stack

This is the stack behind the systems I build, from client-facing automation to the day-to-day marketing and design work.

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Marketing & Growth Strategist | Sales Insight | Practical AI

Head of Marketing

I bring a decade of professional-services marketing experience, spanning business development, sales, and AI-driven marketing operations at MBSATA. A Head of Marketing should be able to do the work and lead the people doing it. I've done both. If that's what you're hiring for, I'd like to talk.

Let's Talk
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