May 2013–Nov 2014
Acronym Media
SEO Strategist, Hospitality & Travel. Search strategy for international, multi-property hospitality brands through the keyword-not-provided transition.
Search judgment, systems thinking and practical delivery
The recommendation is rarely the last difficult step. Someone still has to make the change usable and work out whether it helped.
Experience and responsibilities
My career began in legal-marketplace search at Lawyer.com, followed by hospitality work at Acronym Media, enterprise content strategy at SapientNitro, in-house Americas growth at Skyscanner, client leadership at Search Laboratory and customer success at Quattr. Each setting taught me a different part of how search work becomes useful.
Lawyer.com / World Media Group · July 2012–May 2013. Member Representative / SEO: customer-facing attorney support, marketplace search and practical content work.
Nov 2014–Feb 2016
SapientNitro / Publicis Sapient
Senior Associate, SEO Strategy. Enterprise search and content strategy across major retail, fashion, and consumer brands.
May 2016–Sep 2019
Skyscanner
Growth Manager, SEO Americas. Americas SEO strategy, regional prioritization and seasonal acquisition planning.
2019–2020
Search Laboratory
Associate Director. Agency leadership: New York client leadership and integrated SEO/CRO delivery.
Dec 2020–Aug 2026
Quattr
Senior Customer Success Manager. Customer discovery, analysis, repeatable post-sales working practices, technical enablement and renewal support within the founding customer-success function.
Approach: from search analysis to useful action
I think of my career as a three-legged stool: agency delivery, the in-house buyer’s perspective and the technology provider’s responsibility to make its product useful. I understand how a recommendation moves through a client relationship, a product backlog and a marketing stack. That experience shapes how I investigate an opportunity, explain its commercial relevance and work through the constraints on implementation.
I’ve owned search growth, helped enterprise customers adopt search technology through the AI transition, and built repeatable ways to turn data into useful work. I connect difficult customer questions with decisions and implementation, then make recurring problems useful as diagnostics, commercial explanations and product feedback. The operating approach below explains the habits behind that work.
Search performance in its business context
I use acquisition, activation, retention, revenue and referral as a way to think about the business around search. Those pirate metrics were foundational to the growth culture I experienced at Skyscanner. They helped me look beyond whether traffic increased to what people did next and whether the work contributed to a durable acquisition source.
The same lens carries into customer success. Adoption matters because software creates value through use; retention and net revenue retention matter because the relationship continues after implementation. I connect technical delivery and search analysis to adoption, retention and customer value.
Make the opportunity visible
SapientNitro’s Content Topography work shaped how I think about presenting complex search and content information. A table can hold the detail, but a useful visual relationship can help a team see where demand, coverage and effort are out of balance. That interest continued through Skyscanner’s growth datastore and Tableau environment, and later through Snowflake-backed analysis with Looker as the reporting front end.
Across those settings, the question stayed practical: can the analysis help someone make a better decision? The answer may be a content priority, a structural repair, an integration task or a decision to leave a page alone. The form of the report should support that choice.
Evaluate the work at URL and opportunity level
I think of some of this work as a Moneyball-style approach to search: looking for opportunity relative to the effort and resources available. At URL and page-family level, that means examining demand, crawl attention, content longevity and competitive pressure together, rather than treating every page or keyword as equally valuable.
A page that continues to serve demand may deserve maintenance and better internal connections. Another may require more effort than its current opportunity supports. I use those comparisons to make prioritization more explicit, while keeping the underlying definitions and limitations visible.
Choose evidence that can support the decision
I review page cohorts, observation windows and shifts in demand to understand what changed and choose the next action.
The reporting should help the team decide what to maintain, improve or test next.
Connect the analysis to adoption
My agency, in-house and vendor experience has made me attentive to the gap between a recommendation and its use. I want to understand who will implement the change, what their systems permit, how their team works and what evidence will show that the intended change reached the customer. That is where search strategy, technical fluency and customer success meet.
Growth learning at Skyscanner → · Customer delivery at Quattr →
Independent projects and experiments
My independent projects extend those lessons into products, publishing workflows and reusable tools. SERPRadio, Targeted Impressions OS and High Command each address a different part of putting information and AI-assisted work into practice.
Public reference projects include Constitutional CMS for publishing checks and VIBEnet for visual and optional audio cues. Explore their examples, source code and release details.
The next useful conversation
I am interested in enterprise search and customer strategy roles, technical delivery and selective engagements with a defined problem and useful handoff.