The Pivot
I'd never founded a centralized ops function before. But the need was obvious: campaigns across the org were getting slower and more expensive to ship, ownership of cross-functional work was scattered, and nobody could say with confidence who owned what. I took the opportunity and built the team from one person, me, into something the org could actually rely on.
Three years later, that team had grown to 10+ people across four enablement areas and three offices, with measurable wins to show for the centralization.
The Problems, The Systems
Problem
Ownership of key cross-functional workstreams was fragmented: no cohesive strategy, no clear accountability.
Answer
Created a program management role specifically designed to enable prioritization within marketing and establish cross-functional rituals.
Problem
It was too expensive and too slow to get a new campaign to market.
Answer
Centralized a data activation team as a new operating model, cutting campaign launch time by up to 50% and becoming a repeatable blueprint for centralizing capability before scaling adoption.
Problem
No one owned the critical KPIs at the individual marketing-channel level.
Answer
Created a channel strategy role driving subscriber list expansion, which unlocked $25MM in incremental annual revenue.
Platform Migration
The same pattern showed up again at Grammarly: leading a full-scale migration from Salesforce Marketing Cloud to Iterable, which meant process redesign and team retraining beyond a simple vendor swap. Build the system, then drive the adoption: the same instinct I'd later bring to AI transformation at Robinhood.
By The Numbers