Case Studies
Pilchuck Glass School is one of the preeminent places of study for glass artists in the world. Their successful educational model has always been artists teaching artists in their idyllic Washington state campus. While student retention was easy, acquisition was becoming a problem.
In 2015, I was hired to oversee their marketing, communications, and visual asset team (photographers, videographers, and an archivist).
I collaborated with the artistic director (in charge of the educational program) and the executive director to redefine the mission and guiding principles and define Pilchuck’s content strategy. I created a new information architecture for the website, and designed content for a 360 marketing strategy, in addition to designing and art directing the visuals to evolve the logo and graphic standards into a holistic brand.
I established their Instagram account, which now has over 88,000 followers, broadened the distribution channel for their conventional materials, and expanded the scope of that material. I refined and cleaned up their mailing and emailing lists, bringing the latter into MailChimp, and created branded merchandise to be sold in the school store to add to the revenue stream for their enfranchised customers.
At the end of my year with the company, enrollment was up 15%, and they’d had record-breaking revenue of over $2 million.
In 2015, I was hired to oversee their marketing, communications, and visual asset team (photographers, videographers, and an archivist).
I collaborated with the artistic director (in charge of the educational program) and the executive director to redefine the mission and guiding principles and define Pilchuck’s content strategy. I created a new information architecture for the website, and designed content for a 360 marketing strategy, in addition to designing and art directing the visuals to evolve the logo and graphic standards into a holistic brand.
I established their Instagram account, which now has over 88,000 followers, broadened the distribution channel for their conventional materials, and expanded the scope of that material. I refined and cleaned up their mailing and emailing lists, bringing the latter into MailChimp, and created branded merchandise to be sold in the school store to add to the revenue stream for their enfranchised customers.
At the end of my year with the company, enrollment was up 15%, and they’d had record-breaking revenue of over $2 million.
I started at Callisto Media as an art director managing the design and production of ~60 projects a year, including scheduling, budgets and providing oversight for a team of full-time staff, as well as freelance photographers and illustrators.
In my three years with the company, I was an active member of the ABIDE team, acting as a member of the steering committee and collaborating in the structure, mission, and naming of the team to reflect our focus on not only inclusion, diversity, and equity, but also belonging and accessibility. I helped program numerous events in the year-round cycle, including Pride Month, Latinx & Hispanic Heritage Month, and International Women’s Day.
As a result of my connection with the people ops team, I was invited to consult on the development and refinement of the employee review process at the company as a representative for the creative team.
After changes to the company structure, I noticed an issue with morale and internal communications in our creative team (~50 people). I established a regular team-wide meeting to better communicate and present ideas from upper management that were otherwise exclusively in documentation format, solicit questions, and create a communication channel between the lower levels and executives. I leaned on my three years of experience as a professor to facilitate conversations around technical issues and process needs, followed by enlisting those parties in developing solutions that I presented to executives to implement new SOPs.
I spearheaded a new process to streamline the production of a book project to allow each designer to create ten books in the time it had previously taken them to make one and established a new file management system to allow better collaboration as we entered the COVID-19 lockdown.
In my three years with the company, I was an active member of the ABIDE team, acting as a member of the steering committee and collaborating in the structure, mission, and naming of the team to reflect our focus on not only inclusion, diversity, and equity, but also belonging and accessibility. I helped program numerous events in the year-round cycle, including Pride Month, Latinx & Hispanic Heritage Month, and International Women’s Day.
As a result of my connection with the people ops team, I was invited to consult on the development and refinement of the employee review process at the company as a representative for the creative team.
After changes to the company structure, I noticed an issue with morale and internal communications in our creative team (~50 people). I established a regular team-wide meeting to better communicate and present ideas from upper management that were otherwise exclusively in documentation format, solicit questions, and create a communication channel between the lower levels and executives. I leaned on my three years of experience as a professor to facilitate conversations around technical issues and process needs, followed by enlisting those parties in developing solutions that I presented to executives to implement new SOPs.
I spearheaded a new process to streamline the production of a book project to allow each designer to create ten books in the time it had previously taken them to make one and established a new file management system to allow better collaboration as we entered the COVID-19 lockdown.