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Both, on purpose. I've run strategy rooms at IBM and Capco and personally produced the campaigns that came out of them. The pitch is simple: no hand-offs. The person who writes the positioning also directs the film, builds the landing page, and reads the dashboard. That's why the work ships fast and stays coherent.

$50M in enterprise signings and $200M+ in downstream revenue from campaigns I drove at IBM. A rebrand that carried a post-quantum security company to market alongside its $5M raise. A three-person consumer brand scaled to $80K/month. A SaaS launch that went 0→100+ paying customers in under three months. A Times Square campaign for an enterprise fraud-prevention brand. Every case study on this site has the details.

By finding the translation layer. Technical companies pitch mechanisms; buyers purchase outcomes and urgency. For a post-quantum encryption client, the unlock was leading with the deadline - the day current encryption breaks - instead of the math. One narrative spine, told at whatever depth the audience can hold: plain-spoken claims on the surface, rigor one click down.

Yes - currently. At Korboard I lead the paid advertising team: campaign architecture across Meta and Google, offer and audience testing, seasonal pushes, and a monthly creative cadence cut from our own shoots. Paired with lifecycle email and an automated content engine, it's the machine behind $80K months for a three-person team.

Both, and the crossover is the advantage. A decade of enterprise GTM (IBM, financial services, cybersecurity, fintech) taught me rigor, buying committees, and sales enablement. Consumer work (Korboard, my own product launches) taught me speed, creative volume, and conversion craft. Most marketers have one gear; I switch between them daily.

Working systems, not slideware. Through Intelligie I build custom agents, GPTs, and workflow automations, deliver role-specific training, and provide strategy, audits, and fractional Chief AI Officer leadership - 120+ automations shipped, 40+ teams trained. The model is build-and-train: I ship the system, then teach your people to run it without me.

I ship. RFP Hawk - a government-contracting intelligence platform tracking 37,000+ solicitations from 180+ federal and state sources through roughly 250 scraper adapters, with matching, billing, digests, and a built-in CRM - was built entirely by me. I'm not a traditionally trained engineer; I'm a marketer who built an AI-assisted development workflow strong enough to ship commercial software. That's the point.

Real hands, real leash. In Guild Pro, the AI ops layer can manage a community's Discord - but destructive actions never execute directly; they become proposals a human approves, triple-checked against token scope and live permissions. RFP Hawk runs fail-closed budget circuit breakers that refuse to spend when they can't verify state. Capability and control ship together or not at all.

Claude and OpenAI at the core; custom agents and GPTs; RAG pipelines and LLM extraction for data products; n8n, Make, and Zapier for workflow automation; Supabase for data; HubSpot, Klaviyo, and GA4 on the growth side. Model-agnostic by design - the stack serves the workflow, not the other way around.

Production economics and operations - not strategy. At Korboard, AI-assisted content production and automated B2C workflows let three people ship the daily output of thirty; that's structural, not incremental. What AI doesn't replace: positioning, taste, and the judgment about what's worth saying. I sell the combination - human strategy running on machine leverage.

Global-brand commercial work: lead producer for American Airlines, Amazon, Intel, Universal, and Kyndryl through Filmit.xyz, plus media partnership with Ernst & Young and Motive Partners. RED and ARRI packages, anamorphic glass, distributed crews across two coasts - with me owning client relationships, budgets, and schedules end to end.

Both. As founder and executive producer of Filmit.xyz I direct cross-functional creative teams - editors, cinematographers, designers, animators - and carry projects from strategy through final delivery. The title that fits best is the one that changes by the hour: director on set, producer in the budget meeting, editor's worst critic in post.

A self-initiated horror documentary about a decade-old haunted-attraction operation in South Carolina - shot on RED V-Raptor with anamorphic glass across six October nights. It matters here because it's originated IP, not client service: concept, access, production, and edit built from nothing. The trailer plays in the Director's Cut section above.

Three ways. Story discipline: film forces economy - every frame either earns attention or loses it, which is exactly how ads work. Production literacy: I know what things actually cost and how fast they can really be made, so briefs stay honest. And leverage: I don't write a creative brief and pray - I can make the asset.

That's the job as I understand it. The Stop Fraud campaign was pure brand theater - Times Square, stadiums, motion art. Korboard is pure performance - monthly ad creative tested against ROAS. Same person, same system: a visual language built once, then deployed across both, so the brand compound-interests instead of fragmenting.

Five operating ventures: Intelligie (on-demand AI department), Filmit Studio (subscription platform for video editors, Polaris-backed), RFP Hawk (government-contracting intelligence), Guild Pro (gaming-community operating system), and Filmit.xyz (production company). Three of them are full software products I architected myself.

It started as After Effects scripts sold to my 30K-subscriber YouTube audience - built solo with AI-assisted development. I pitched it to Polaris Partner Group, the investors I consult for; they invested. Now I'm founder and chief architect scaling it with their engineering team: 100+ paying customers within three months of launch, growing ~1,000 social followers a month, tracking toward $50K MRR.

Guild Pro's sync engine. WoW addons are forbidden from touching the internet, so I built a networked product around a data source that can't network: compressed chunked payloads relayed through the game's own message channel, a desktop companion that parses game data with an embedded Lua interpreter, and content-addressed imports that can never double-count. Constraint-driven systems design is the fun part.

Because I've owned the whole P&L, not just the funnel. Pricing, billing, churn, support, positioning, launch - I've made those calls with my own money on the line. That produces a marketer who treats budget like it's theirs, ships without ceremony, and knows which metrics are decoration.

They're the R&D lab. Every system I'd bring to your team - the AI content engines, the automation patterns, the launch playbooks - was pressure-tested in my own companies first, at my own risk. Most run on the automation I built precisely so they don't need my hours. You get the lab's output without funding the lab.

Director or VP of Marketing, Head of Growth, GTM lead, Creative Director, or fractional Chief AI Officer - any seat where strategy has to actually ship. The common thread across every engagement: technical product, ambitious team, and a gap between what the company does and what the market hears.

Greenville, South Carolina - and everywhere. I've run distributed production across two coasts for years, and my consulting clients span time zones. Deeply comfortable remote, happy to travel for shoots, launches, and the meetings that matter.

Weeks 1–3: audit the narrative and the funnel - what the company says, what buyers hear, where deals stall. Weeks 3–6: quick wins via automation and message tightening, so momentum funds patience. Weeks 6–13: one flagship swing - a campaign, a launch, a rebuilt motion - instrumented so results are legible to the board, not just the marketing team.

Not a classically trained software engineer, not a data scientist, and not a marketer who hides behind jargon. I ship software with an AI-assisted workflow and partner with specialists where depth matters. What you get instead is range: strategy, creative, production, and automation in one person who has actually done each one for real stakes.

Revenue-adjacent numbers or it didn't happen: signings, pipeline, MRR, ROAS, raise outcomes. At IBM that meant $50M attributed signings. At Korboard it's monthly revenue. For Filmit Studio it's paying customers. Impressions are an ingredient, never the dish. If you hire me, we'll agree on the number that matters before I touch anything.