How I Work
What I Bring
A previous manager called me a “marketing and communications unicorn” because I am a player-coach strategist who builds integrated communications functions from scratch.
I specialize in brand differentiation, internal communications transparency, and communications integration, where alignment is key.
My background is in regulated B2B markets—clinical research, pharmaceutical development, healthcare, and higher education—where precision, accountability, and regulatory sensitivity are non-negotiable. I’ve built communications programs at a unit in a Fortune 4 health company and a global contract research organization (CRO).
I work on retainer with a small number of clients at a time, which means you get senior strategic attention—not a junior account manager—focused on your communications challenges.
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A senior communications leader (vice president / executive director / director levels) who works with your organization on a defined scope and schedule, without the salary, benefits, and overhead of a full-time hire.
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Organizations that need senior communications leadership but can’t justify—or don’t yet need—a full-time Vice President or Senior Director. That often means companies in clinical research, pharmaceutical development, healthcare, or higher education that are growing, navigating change, or building a communications function for the first time. It also includes organizations in other regulated or complex B2B environments that need strategic communications capacity without the full-time headcount.
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Agencies bring volume and junior execution; contractors execute tasks. A fractional communications leader brings senior strategic judgment, C-suite advisory, and editorial depth—the same capacity as a vice president, without the full-time commitment.
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Most engagements are retainer-based with a defined monthly scope. The scope is structured around your current priorities and needs, which might be a communications build phase (strategy, messaging, infrastructure), an ongoing advisory relationship (executive communications, media, issues readiness), or a specific initiative (a launch, a rebrand, a crisis response). We’ll define scope together before anything is signed and started.
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Yes—and it’s where I do some of my best work. Building a communications function from scratch means making foundational decisions about strategy, structure, voice, and process that will shape everything that follows. I’ve done it at multiple organizations and at different stages of growth. If you have nothing yet, that’s a fine place to start.
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Yes—if you have a specific need (a launch, a crisis response, a messaging audit, a communications audit), I can scope a project engagement. Reach out and describe what you’re working on.
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The bulk of my experience is in regulated B2B environments: clinical research, pharmaceutical development, healthcare, and higher education. These are sectors where communications has real consequences—for reputation, for regulatory standing, and for the trust relationships that sustain an organization.
I've spent 15+ years in substantive communications roles at organizations including a Fortune 4 health company and a 24,000-person global CRO.