“Where is the growth actually going to come from?”
I’ve run the agencies and built the in-house teams from zero. I’ve sat in the boardroom when someone finally asks that out loud — and watched the room go quiet. Not because the company wasn’t working hard. Good companies stall for a different reason: nobody owns the answer.
superwired is the answer I wish those founders had.
superwired is what I do with that answer now — marketing leadership for leaders and founders who’ve outgrown running it on instinct.
super·wired (adj.)
Wired to how buyers actually decide, and built for how work gets done now.
The word works twice, and both halves are the point. The people who build companies are wired differently — that difference is the engine, the reason the company exists at all, and usually the first thing everyone else tries to smooth out.
Superwired people move fast and build real things. The hard part is never the ideas — it’s the distance between what’s in your head and what actually exists. Closing that distance is the part I love, and it’s most of what I do.
The word points at the moment, too. We can move faster than we ever could, which means the old ways of prioritizing don’t hold. Knowing what to do next — and what to skip — is the new skill.
Your marketing should be too.
Brands I’ve led marketing for — and most of them sell online.
Career work across agency and in-house roles — not a superwired client roster. superwired is new. The experience behind it isn’t.
Every one of those brands made me wear a different hat.
I’ve run agencies
So I know exactly where the waste hides — I used to bill for it. Nothing shows up on your invoice that isn’t strategy or execution tied to revenue.
I’ve built in-house teams from zero
Hired them, trained them, handed over a function that ran without me. Growing the people already on your team is the same job, done faster.
Twenty years of it was ecommerce
VP Ecommerce for a DTC portfolio, Shopify Plus at scale, and the retail and beauty brands on the wall above. I’ve owned the number, not advised on it.
I’ve sat in the chair
When the board asks where growth is coming from, I’ve been the person who has to answer with a number, not a narrative.
All those hats are one of the reasons I can manage across so many paradigms.
I’ll tell you the truth even when it costs me the work.
Every hard truth comes with a next step
I’ll name the thing quietly costing you — a plan that’s stalling, spend that’s leaking, a mismatch on the team — but never without telling you what to do about it. Diagnosis without a plan is just criticism.
I grow the people you already have
Usually someone on your team is already strong and buried. I find them, clear away what’s slowing them down, and leave the function stronger than I found it.
I bring energy, not just strategy
You should leave our calls more motivated than you started them, not more tired. Momentum is a deliverable.
I won’t pretend I’m right for everyone. I like clarity and momentum more than I like comfort, and I’ll say the quiet thing out loud. If that sounds like a relief rather than a risk, we’ll get along — and the work will move fast because of it.
Let’s find out if we’re a fit.
A clarity call is a real conversation, not a pitch — and “here’s what you actually need instead” is a perfectly good outcome.
- We look honestly at where your marketing stands, and what’s most likely holding growth back.
- If we’re a fit, we’ll talk about what working together looks like — and if we’re not, I’ll tell you what is.
- Either way you leave with a clearer read on your own problem. No pitch.
Rather write it down first? Send me a note — it lands straight in my inbox.