Reaching the right audience, then proving it worked

From planning to accountability

I started as an assistant planner and finished as an associate media director, and the job changed shape the whole way up. Early on it was building plans. Later it was defending them: setting the measurement, holding the budget, deciding what to cut mid-flight, and sitting in the room when a client asked what the money bought.

Boston Museum of Science

The same exhibit had to appeal to a curious child and the adult deciding whether to buy the ticket.

Those audiences did not need the same message. The child needs the thing itself — the dinosaur, the lightning, the room that goes dark. The adult needs a reason this weekend is the weekend, a price they can justify, and confidence about parking.

You are selling tickets to a specific weekend, so awareness that doesn't convert isn't a soft failure. It's an empty building. Every plan was built around dated demand, and every report answered whether the room filled.

Rapid7 — XDR launch

A new category had to reach security executives without optimizing for empty impressions. Buying reach against a CISO audience is easy to fake and hard to do: the pool is small, the titles are noisy, and a cheap impression is usually the wrong person.

We ran it on YouTube and LinkedIn where the audience could actually be qualified, and connected measurement through GA4 and Salesforce so the campaign was judged on leads that entered the pipeline rather than on media delivery.