LANMAN
BUSINESS DEVELOPMENT
BUSINESS DEVELOPMENT
Effective business development is critical to ensuring a successful growth strategy. This starts with a deep understanding of potential clients that represent shared values & goals and then nurturing them accordingly. I apply a blend of relationship-building, strategic marketing, and operational discipline to ensure sustained growth, high-quality projects, and a strong reputation.
Exhibited:
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L; Albert Hotel, Middle; Fidelity Hotel R; Butler Pitch and Putt
BRIEF: VISION TO OPERATIONS APPROACH
Establishing aligned goals + vision from the very beginning ensures a seamless program, product consistency, and financial performance at every touchpoint.
WHAT I DID
I applied a "vision-to-operations" framework that allowed teams and stakeholders to evaluate project goals under a shared lens, bridging creative vision with operational pragmatism. This approach quickly establishes guardrails and ensures vision finds its way to the financial model and operating plan.
RESULTS
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Became a key differentiator that propelled New Waterloo’s growth.
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Secured major development deals in cities such as Fredericksburg, Cleveland, Aspen, and Cincinnati.
ACCOUNT-BASED MARKETING
ACCOUNT-BASED MARKETING
ABM methodologies require the architecture of integrated account journeys that coordinate digital advertising, email, social, content marketing, and coordinated sales outreach into cohesive experiences, optimizing sequencing and messaging for each buying committee. I develop integrated demand strategies across paid, owned, and earned channels to grow brand awareness and sales pipeline for high-growth platforms, partnering closely with content, product, and sales teams.
Exhibited:
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above: refreshed organic and paid social creative and messaging.
BRIEF: GO-TO-MARKET STRATEGY
Tripleseat identified major growth opportunities within its hotel solution, particularly through the expansion of its mid-market hotel segment. We needed to produce a strategy that identified high-value accounts, personalized engagement strategies, and sales outreach with genuine conversion potential.
WHAT I DID
Assessed marketing infrastructure, competitive positioning, and acquisition processes to define an account-based go-to-market approach that directly supports revenue targets. Owning the ABM roadmap, I designed and executed multi-channel, top-of-funnel campaigns that drove qualified traffic and MQLs; consistently tied activity to pipeline, revenue, and efficiency targets.
RESULTS
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Increased marketing-qualified leads for priority hotel accounts by 48%
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Grew opportunity-stage ARR pipeline by 36%
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Drove a 200% jump in social engagement and a 60% lift in conversions.
CAMPAIGN MANAGEMENT
CAMPAIGN MANAGEMENT
My approach aligns marketing outcomes with business objectives and the broader consumer experience, ensuring campaigns deliver measurable results and lasting brand value. I evaluate the effectiveness of marketing campaigns using a combination of performance-driven metrics and qualitative measures prioritizing revenue and followed by defined KPIs across various promotional channels.
Exhibited:
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Above: el rey court - 83-key lifestyle motor court in Santa Fe, NM.
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Below: el rey court marketing tracker snapshot. Spend to revenue charts that facilitate monthly and annual budgeting assessments.
BRIEF: CAMPAIGN TRACKER
The organization lacked a big data solution and effective project management systems. This resulted in poor accountability, missed deadlines, and insufficient visibility into the daily marketing metrics of each business unit.
WHAT I DID
Real-time access to KPIs was critical to pivot and optimize strategy as well as provide transparency to multiple different ownership groups. I developed the marketing campaign tracker in Monday.com, which was used for collaborative planning, KPI goal setting, result tracking, and analysis. This facilitated cross-departmental alignment, communication, and shared goals.
RESULTS
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Increased the efficacy of our campaign strategies, ensuring higher ROIs and alignment with stakeholders.
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Became a valuabe tool for the annual budget process and campaign calendar planning.
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New PM system increased clarity and ensured deadlines and deliverables were met.
EXPERIENTIAL
EXPERIENTIAL
Distinct activations ensure brands stay ever-evolving as trends and tastes shift, keeping them relevant, top of mind and fresh in a dynamic markets. I approach experiential initiatives as a cornerstone of brand strategy that builds awareness, encourages loyalty, and transforms brands into vibrant hubs-delivering both business success and lasting community engagement.
Other Event Productions of Note:
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The La Condesa Cinco de Mayo Downtown Block Party: 2009 - 2014 - Producer
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Hotel Ella Fancy Tailgate: 2014 - 2023 - Producer
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Impact Hospitality Retreat: 2023 - Producer
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SXSW: 2009 - 2023 - Producer (too many major SXSW events across New Waterloo's Austin venues to list...but I'll namedrop a few - Arcade Fire, Run the Jewels, Haim, M83, PepsiCo., Hype Hotel, 50 Cent, Leon Bridges....blah blah blah)
BRIEF: FIRST THURSDAY
When the South Congress Hotel opened its doors in 2015 we sought a way to embody our core value of being a local staple. The new $50m 87-room upscale lifestyle hotel faced skepticism from locals regarding new establishments. Although occupancy rates were high, the food and beverage outlets— which account for nearly 40% of revenue—struggled to gain momentum. It was critical to implement a strategy that transformed the hotel into a community hub-delivering business success and lasting brand engagement.
WHAT I DID
First Thursday is long-running Austin tradition on South Congress Avenue however the event had been dwindling in attendance prior to the hotel's opening. I saw an opportunity to revive the beloved tradition by programming the hotel with artists, music, and djs - allowing locals to experience it as not just a place to stay but a true community asset. What started as a monthly showcase for up-and-coming local acts grew into a truly iconic signature Austin experience.
RESULTS
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As of EOY 2023 the event generated $500k top-line annual revenue with an additional $150k in sponsorship dollars. The sponsorship dollars cover the cost of production - allowing the profit to flow straight to the bottom line.
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The event fulfills the community and social impact mission by hiring and paying fair wage to local talent, partnering with local charities, and staying true to its roots as a celebration of Austin’s music, art, and community.
DIGITAL AND CREATIVE
DIGITAL & CREATIVE
My expertise in marketing includes art direction, digital development, business leadership, and revenue and scaling strategies. I employ a results-driven approach to creatively brainstorm and strategize across departments, ensuring consistency at every touchpoint while developing ongoing plans that achieve, monitor, and optimize comprehensive goals.
Exhibited:
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Above: L; branded scarf designed for retail sales, Middle; Gyotaku graphic design for a restaurant promotion. R; Hotel Beau Monde brand development.
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Below: L; email campaign snippet & associated report. M; Brand services offering; B; paid search increase after bringing digital in-house.
BRIEF: IN-HOUSE AGENCY
Hiring 3rd-party agencies for digital and creative services was costly, time consuming, and lacked continuinity in strategy.
WHAT I DID
Creation of in-house agile marketing agency that replaced the need for multiple different contract services and provided properties the full scope of marketing needs, soup to nuts, including branding, creative, design, strategy, digital, web development, and communications. In effect, producing results directly correlated to both brand and revenue goals.
RESULTS
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Fostered trust and alignment between properties and corporate teams.
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Saved each property ~$75k in annual bottom-line expenses.
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Increased total portfolio ROI by 31%
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Added $500k in contract services fee’s to the New Waterloo top-line annually.
