The operating experience behind the practice
My advisory work is grounded in more than a decade leading marketing and communications functions inside three Am Law 100 firms.
Most recently, as Global Director of Marketing and Communications at Reed Smith, an Am Law 40 firm, I held deputy CMO responsibility and oversaw integrated global functions spanning digital, brand, PR, campaigns, directories, awards and events. I led a 31-person global function, managed multimillion-dollar budgets and worked directly with firm leadership on growth, visibility, reputation and marketing investment.
That in-house experience is the direct foundation of my consulting practice. The frameworks, campaign models and reporting systems I bring to firms were built while leading global marketing functions charged with advancing brand visibility, market position and business growth.
Scale of Operation
Selected Outcomes
Led 15+ integrated thought leadership campaigns generating several million dollars in new business across practices and industry sectors
Managed 11 global PR agencies with a combined annual spend of $2.5 million, increasing media placements from approximately 1,900 to more than 4,000 annually
Directed a $2 million global website transformation and brand refresh spanning technology, content strategy and vendor selection, contributing to a #2 ranking in the 2026 Living Ratings for digital and brand intelligence among the top 100 global law firms
Achieved back-to-back top-10 overall rankings in the Social Law Firm Index for digital performance across social, SEO and podcasting, establishing the platform on which the website transformation was built
Built quarterly reporting frameworks connecting approximately $30 million in marketing and BD investment to pipeline visibility and business performance
Designed and delivered a global LinkedIn training program for 200+ partners, helping drive a #1 LinkedIn ranking in the Social Law Firm Index
In-House Experience, and How It Connects to Current Work
Campaign execution and growth strategy
At Reed Smith, I built and led the campaigns function from the ground up: establishing the operating model, editorial process, partner engagement structure and performance measurement framework used across the firm.
Over a three-year period, the campaigns generated several million dollars in new business across practices and sectors. The work required aligning lawyers, business development, communications and digital teams around sustained market positioning rather than isolated marketing activity.
That experience is the foundation of the campaign playbook and go-to-market advisory work I now provide to firms.
Data, reporting and marketing intelligence
I served as principal architect of a quarterly reporting framework integrating marketing, communications and business development performance into unified reporting structure, capturing activity across 1,600 lawyers in 30+ markets. It gave senior leadership clearer insight into where investment was producing traction and where it was not.
The objective was not to create a marketing dashboard. It was to create a business intelligence tool that leadership could use to evaluate investment, performance and growth priorities.
That distinction between a marketing scorecard and a genuine business intelligence tool is what I bring to firms now when evaluating marketing performance and developing KPI frameworks.
Communications investment and visibility
I managed a global PR structure spanning 11 agencies across multiple markets and practices, with responsibility for performance governance, spend allocation and strategic alignment.
The focus was not simply volume. It was building a communications structure aligned to firm priorities, sector visibility and measurable market presence. Governance, accountability and strategic alignment across that many agencies required a level of operational rigor that most firms have never had to apply to their PR investment.
That experience now informs how I help firms evaluate communications investment, structure agency relationships and develop communications programs tied to measurable market visibility.
Website transformation and digital infrastructure
I led Reed Smith's $2 million global website transformation and brand refresh through the critical planning and design phases, including vendor selection, technology architecture and the move to composable architecture, brand refresh approval and structural investments in multimedia, translation and SEO.
During this period, Reed Smith received back-to-back top-10 overall recognitions in the Social Law Firm Index. After the website launch in late 2025, the firm earned a #2 global ranking in the 2026 Living Ratings for brand and digital intelligence in legal.
That experience now informs my advisory work with firms evaluating major digital and website investments, particularly in the planning phase before vendor selection begins.
Lawyer and partner marketing training
At Reed Smith, I designed and delivered marketing and business development training programs for lawyers across all levels, from associate onboarding sessions to firm-wide partner programs developed in partnership with the Learning and Development team. The largest initiative was a structured LinkedIn training program delivered across two sessions covering U.S. and EMEA audiences and reaching more than 200 partners globally.
After those sessions, Reed Smith received the #1 ranking for LinkedIn among Am Law 200 firms in the Social Law Firm Index. From 2019 to 2023, engagement across the firm's LinkedIn channels increased by 133%.
That experience now informs the lawyer and marketing team training I offer as part of my consultancy, working with lawyers and BD professionals on brand building, campaigns, content creation and digital marketing to build visibility and convert it into business outcomes.
When I inherited the directories and awards function, it managed fewer than 200 directory submissions and just over 100 award entries annually, with nearly all directory submissions outsourced to a global vendor. Annual program investment, including agency support and technology, was approximately $500,000.
Over time, the program expanded to more than 250 directory submissions and 200 award entries annually, with corresponding growth in win rates and the number of lawyers achieving directory rankings.
The work included redesigning workflow governance, establishing a leadership-approved go/no-go submission policy, strengthening alignment with business development priorities and developing a more scalable operating model designed to reduce reliance on external agency support through Foundation integration and AI-assisted content production.
The operational demands of these programs are often underestimated. Running them effectively at that scale requires governance, prioritization and sustained partner engagement across the firm.
Directories and awards strategy
Selected Engagements (2024-present)
Since 2024, I have worked with Am Law 50, 100 and 200 firms on mandates involving strategic marketing leadership, campaign operating models, go-to-market strategy, content and digital strategy, internal communications and marketing performance assessment.