Selected campaigns across brand, digital, integrated, and experiential channels.








I'm a creative director who never stopped being a maker. Over 25 years, I've led integrated campaigns for Fortune 500 companies and built brands from the ground up, from co-founding Sensis, one of the country's leading multicultural agencies, to directing the creative vision behind Comoto's portfolio of motorcycle brands at $800M in annual revenue.
I specialize in the moments where strategy and instinct meet, where a brief becomes a belief, and a belief becomes a campaign people remember. My work spans digital, TV, print, social, experiential, and emerging platforms.
Off the clock: I shoot photographs, ride motorcycles, spin vinyl, play guitar, and cheer on the Premier League with my miniature dachshund Gus.
"Storyteller with a passion for crafting connected experiences through branding, integrated campaigns, and design direction."
Available for senior creative leadership, consulting, and select advisory roles. Based in Los Angeles, open to remote and travel.

Adventure motorcycling had become the fastest-growing segment in powersports, but Honda had no dedicated digital home to match that momentum or serve the community forming around it.
The timing was charged: Honda was preparing to release the Africa Twin, one of the most anticipated motorcycles in the brand's history. The launch needed more than a product page. It needed a world, one that could sustain nine months of anticipation before the bike even arrived.
The Africa Twin wouldn't launch for nearly a year. The task was to create a teaser experience that earned return visits, without revealing the full product. Every content module had to feel like a reward. The site needed to feel alive.
Rather than lead with product, we led with culture. The "True Adventure" platform positioned Honda at the center of the adventure riding community through original editorial, video, and photography. Riders came for the stories, stayed for the bike.
The site was designed as an evolving editorial platform, not a microsite. Original storytelling, video, and photography gave riders a reason to return long before the Africa Twin arrived, and long after the campaign moved on to the next chapter.
Once the Africa Twin arrived, the product page gave riders the specs, configurations, and photography they'd been waiting nine months for, presented with the same editorial craft as the rest of the hub rather than a standard spec sheet.
The companion iOS app let riders tag their own adventures with GPS coordinates and share them to a live community feed, turning the campaign into a platform riders carried with them on the road. It extended the "True Adventure" world beyond the website and into the rides themselves.
Full-page print ads anchored by dramatic landscape photography across powersports enthusiast publications.
"The best campaigns don't just sell a product — they give people a reason to belong to something. True Adventure gave Honda's growing community a place to call home."
This project required orchestrating an unusually broad deliverable set: digital platform, print, POP, and a companion app, under a single unifying creative idea. The challenge was keeping the platform feeling editorial and aspirational while still driving measurable product consideration across a nine-month runway.

To reach a wider and younger demographic, Indian Motorcycle partnered with RevZilla, along with Alpinestars and Bell Helmets, to energize the launch of the new FTR1200. The result: the 'Open It Up' sweepstakes, a full motorcycle and gear giveaway unlike anything RevZilla had ever produced.
The 3-month campaign ran across digital, social, print, and video, and became the most successful marketing campaign in RevZilla's history by every measurable metric.
Sweepstakes are a dime a dozen in e-commerce. The task was to make this feel worthy of the FTR1200, an iconic bike with its own fervent fanbase. It needed a brand identity, a custom digital experience, and content that could live across every channel without feeling like a promotion.
We built the campaign around the FTR's raw character: bold, irreverent, unapologetically moto. The custom landing page was a first for RevZilla promos: fully immersive, responsive, cinematic. Photography and video were produced in-house, giving the campaign an authenticity that paid media rarely delivers.
The landing page was built from scratch: no templates, no existing RevZilla infrastructure. It gave audiences an exclusive look at the FTR1200 while pulling new visitors into the excitement of the RevZilla brand. It drew 76K unique editorial page views and set a new internal standard for tentpole marketing.
Open It Up carried into the physical world, in-store print ads with QR codes drove retail sign-ups, while branded merch put the campaign on riders.
"Whether tallied through consumers, leads, innovation, or industry hype — Open It Up proved to be a substantial tentpole event with an ROI that tracked higher by the day."
This was the project that raised the bar for what RevZilla's in-house creative could produce. The success came from treating it like an agency brief: full creative strategy, original production, and a custom digital build, rather than a typical e-commerce promotion. It established the model for every tentpole campaign that followed.
Fruitocracy was introduced as a new addition to Dole's lineup of healthy snacks: convenient, nutritious, and on-the-go for kids. Made with real fruit, no artificial flavors, no high fructose corn syrup. The challenge: launching a brand-new product in a crowded category with a digital-first strategy.
The launch ran across landing page, web banners, site skins, and Snapchat. With the support of these digital efforts, Fruitocracy well exceeded its opening sales projections.
Fruitocracy needed to appeal to two distinct audiences: health-conscious parents making the purchase decision, and kids who needed to actually want the product. The campaign had to feel fun and energetic without sacrificing the credibility health-focused parents demand.
We leaned into the playful brand name (Fruitocracy, For The Free) to build a world that felt liberating. Snapchat gave us a direct line to younger audiences. The web experience and banners communicated real-fruit credentials in a visual language parents could trust and kids could love.
"Fruitocracy was a lesson in how a strong brand name and a clear point of view can do the heavy lifting — even with a modest media budget."
The Fruitocracy campaign demonstrated the power of a digital-first launch strategy for a new consumer product. By leading with personality and distributing across the platforms where parents and kids actually live, we generated the awareness and trial needed to exceed opening projections, without the support of a traditional TV buy.

The U.S. Citizenship and Immigration Services needed to raise awareness of the rights, responsibilities, and importance of U.S. citizenship among legal permanent residents. The strategic insight that unlocked everything: citizenship doesn't negate your original cultural identity.
The 'Who I Am' campaign celebrated the dual identity of naturalized Americans across TV, radio, outdoor, print, and digital, in four languages.
Multicultural government campaigns often fail by treating diverse audiences as a monolith. This campaign needed to speak authentically to Filipino, Chinese, Dominican, Vietnamese, and Mexican communities, each with different cultural values, media habits, and relationships to American identity.
The core insight, that becoming American doesn't mean giving up who you are, was universally resonant but expressed differently per community. Community-specific casting, imagery, and copy ran across press, outdoor, and radio in native languages, while a unifying TV spot carried the message at scale.
Rather than translate a single script, each thirty-second spot was built from its own cultural insight, written and cast for the community it spoke to.
"The insight that unlocked this campaign was deceptively simple: people don't become American by giving up who they are. They add to who they are."
Who I Am remains one of the most personally meaningful campaigns I've directed. The work required genuine cultural fluency, not just translation, but true localization across five distinct communities. A CTR of 0.86% against a projected 0.07% validated what the creative team believed from the start: authenticity converts.

After a decade of interacting with thousands of riders and reviewing countless products, RevZilla partnered with Comoto to bring REAX to life, a new motorcycle apparel brand focused on thoughtful design features within a casual, refined aesthetic.
Working directly with the product design team, I defined the tone of the brand, ensuring consistency across every touchpoint from identity to retail fixture. Since its 2018 launch, REAX has driven $12M in annual sales and earned overwhelmingly positive reviews.
Motorcycle riders are among the most discerning consumers of apparel. They know the difference between gear designed by riders and gear designed for marketing. REAX had to feel authentic from day one, built with genuine insight, not just appealing aesthetics.
RevZilla's decade of rider interaction was the brand's greatest asset. We built the REAX identity around that knowledge, positioning the brand as thoughtfully engineered rather than fashion-forward. Refined visual language, quality photography, and clean rider-first copy did the rest.
From the homepage to every product page, the site leads with clean photography and honest, rider-first copy, responsive across every breakpoint. Browse the pages to see the system in action.
A comprehensive identity system covering logo, typography, color, photography direction, and tone of voice, so every team could express the brand consistently at any scale.
In-store brand fixturing carrying the REAX identity onto the sales floor across retail partners.
Brand-led marketing carried the REAX identity across every channel, from full-page print in enthusiast titles to lifecycle and launch emails.
"Building REAX from nothing was the most complete brand exercise of my career — identity, product, photography, retail, digital, all under one creative vision."
REAX is the project I'm most proud of in terms of brand-building discipline. Starting from zero and delivering a brand that could sit credibly alongside established players in motorcycle apparel, and then grow to $12M in annual sales, required alignment between creative, product design, and retail operations.
RevZilla had grown from a scrappy Philadelphia startup into one of the most recognized names in powersports e-commerce. With that growth came complexity: multiple creative teams, dozens of touchpoints, and brand expression that had drifted across years of rapid scaling.
The RevZilla Brand Guidelines project was about codifying everything that had made the brand great, and giving every team the tools to express it consistently at any scale.
RevZilla's brand equity was built on authenticity: genuine love of riding, honest reviews, community-first attitude. The risk in formalizing guidelines was losing that scrappiness in favor of corporate polish. The guidelines had to encode the energy, not just the rules.
Rather than prescribe every executional detail, we built a system that gave teams a clear north star, the brand's voice, values, and visual DNA, and the flexibility to express it across their specific contexts. Photography direction and tone of voice became the guardrails that unified without constraining.
"Brand guidelines are only as good as the culture that adopts them. The best ones don't feel like rules — they feel like permission."
This project was an exercise in listening before prescribing. The RevZilla brand had been built by people who cared deeply about motorcycling, and any guidelines that didn't respect that authenticity would simply be ignored. By grounding every standard in the brand's genuine values, the resulting document became something teams actually wanted to use.

Side-by-side off-road vehicles were the fastest-growing category in powersports, but market share belonged to Polaris and Yamaha. Honda was ready to compete. In 2015 they introduced the Pioneer 500, and in 2016, the Pioneer 1000: the most powerful side-by-side they had ever built.
We were tasked with making an equal marketing impact. The digital experience we built was a first for Honda, a fully responsive property dedicated entirely to the Pioneer family lineup.
Honda's existing powersports digital infrastructure was over a decade old, a platform-wide system that prioritized consistency over experience. Making a real marketing impact required breaking from that pattern entirely and building something purpose-built for this product family and its audience.
We made the case internally to move off Honda's existing platform entirely. The new site was optimized to present relevant content to specific Pioneer audiences: families, farmers, hunters, outdoor adventurers, in a way that fully immersed them in the brand experience.
"Sometimes the most important creative decision is making the case to do something that's never been done before — and then delivering on the promise."
The Pioneer project required as much internal persuasion as external creative execution. Convincing Honda to break from its established digital infrastructure, for the first time, and build a fully responsive, product-dedicated experience was a significant organizational win that preceded any design decision. The Pioneer 500 and 1000 both becoming top-sellers validated the strategy.

American Jazz Academy arrived as an idea with real ambition: a nonprofit dedicated to jazz education and performance, with plans to bring world-class experiences to students and audiences from Los Angeles to China. What it didn't have was a logo, a brand, a website, or any of the visual credibility needed to be taken seriously.
Some briefs you take for the work. This one I took for the mission. AJA was a chance to put 25 years of creative experience in service of something that genuinely matters. I came in pro bono, because the work felt necessary.
This is not a case study with a tidy ending. AJA is still building, still evolving, still writing the next chapter. My role in it continues.
AJA had the vision, the people, and the mission. What it didn't have was anything to show for it. No visual identity. No web presence. No materials a potential partner, investor, or student could hold in their hands or look up online. Before AJA could inspire anyone, it had to look like it belonged in the room.
Rather than a single deliverable, the work became a full creative partnership. Logo, brand system, website, event marketing, merchandise, certificates, lanyards. Every surface the brand would touch. Each piece designed with the same intention: to make a young organization look and feel like it had been doing this for years.
The logomark is an abstraction of the letters AJA, but look closer. The J, for jazz, cradles a musical note. The same shape reads as an M, for music, and as a waveform: fluid, moving, alive. The brief was to capture the abstractness of jazz itself, something that makes no sense and perfect sense at once. The mark had to hold that contradiction.
There was a practical constraint that sharpened the design. AJA was built to operate in China, where trademark regulations require marks to be sufficiently abstract and distinctive rather than literal or descriptive. That constraint became a creative catalyst. The result was a mark with multiple layers of meaning compressed into a single, ownable shape.
That shape turned out to be more defensible than anyone anticipated. After the mark was submitted for trademark registration, Nike filed an opposition, claiming the logomark conflicted with Jordan Brand intellectual property. The opposition was ultimately unsuccessful. The mark held. For a brand that had not existed two years prior, surviving a legal challenge from one of the most aggressive trademark defenders in the world was a validation no design brief could have written in advance.
The mark was also approved for copyright registration in China, a meaningful milestone given the complexity of foreign IP protection in that market.
"The pursuit of great never stops. Ask any jazz musician."
Since 2023, AJA has run multiple Summer Jazz Workshops, bringing students into immersive education experiences led by world-class faculty. Last year marked a significant milestone: a partnership with a major jazz organization in China to co-host Jam! Jam! Music Week, a multi-day summer event that put AJA on an international stage. The partnerships continue to grow. The programs continue to expand. A full website redesign is already underway. Some engagements are projects. This one is a commitment, to a mission worth believing in, and to the idea that great creative work can help something meaningful find its footing in the world.