I work with companies in moments of growth and change — finding the signal and building the structure that moves things forward.
Patterns. Gaps. Friction. Opportunities hiding between departments, messages and markets.
I'm interested in the information that doesn't quite fit — that's usually where the useful answer is. A marketing problem is often a positioning problem, an infrastructure problem or a decision problem.
Don't solve the surface problem when the source is somewhere else.
“We need a new website.”
“We haven't defined who we are or why the market should care.”
“We need more leads.”
“Positioning, sales and marketing aren't aligned.”
“We need better messaging.”
“We haven't decided which problem we own.”
“We need more marketing.”
“We don't have marketing infrastructure.”
Solve the right problem and a surprising number of smaller ones disappear.
A campaign ends.
A deck gets outdated.
A website changes.
A system keeps producing value.
Most growth eventually becomes an infrastructure problem. I think one level past the immediate deliverable.
Define the actual problem, opportunity and direction.
Turn complex companies and ideas into a clear reason to care.
Build the platforms, processes and systems marketing runs on.
Connect positioning, audience, sales and measurement.
Create the language and standards that keep a company coherent.
Build what doesn't exist yet.
Marketing infrastructure across an emerging venture ecosystem
One credible brand system across every touchpoint
Finding the human value inside technical products
Building a marketing function that generated demand
“You know you're kind of a big deal. I really like the way you think.”
Colleague, emerging technology incubator
“Kim has done an exceptional job creating a cohesive and polished brand for our technology venture firm.”
“Her work strengthens the trust we build with investors, founders, partners and prospective clients.”
“She delivers high-value advice and is deeply knowledgeable — the kind of person you want in the room early.”
“Incredibly responsive, dependable, and an exceptional collaborator across teams.”
Noise is abundant. Useful information isn't.
One event is data. Repetition tells you something.
Don't solve the symptom if the problem lives elsewhere.
Good work shouldn't depend on one person remembering.
The answer is only as good as the question.
Don't optimize something that should be reinvented.
Two decades across marketing, strategy, communications, brand and growth — in technology, venture development, aerospace, healthcare, education and more.
That range taught me something useful: industries change, but patterns repeat. Information gets trapped. Growth outpaces systems. Products get described instead of positioned.
I like finding the underlying structure and building something better.
Think at altitude. Build on the ground.
Excellent.
Tell me what's changing, what you're building, or what nobody has quite figured out yet.
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