I don't write values
for organizations.
I excavate them.

The problem

Dorman Products had grown into a multi-segment enterprise spanning three brands: Dorman Products, Dayton Parts, and Super ATV. Contributors at acquired companies felt unintegrated. Legacy teams were writing their own mission statements. A 4,000-person global workforce was fragmenting.

My role

End-to-end creative strategy lead. I designed and led a structured stakeholder questionnaire across all three segments, recruited 24 contributors spanning operations to VP, synthesized the findings, developed the framework, and returned to validate with the source.

The outcome

The Values launched enterprise-wide to immediate, resounding reception. For employees at Dayton Parts and Super ATV, it was the first time they had been asked what they believed, and the first time the answer had been built into something the entire company would carry.

The challenge

AIGA Philadelphia needed more than a leader. It needed a builder. The chapter was operating without a stable financial foundation, a clear strategic direction, or a consistent framework for delivering value to its ~3,000-person community. Seven-plus years of board service, across five roles and culminating in a two-year term as President, gave me the opportunity to address all three, from the inside out.

My role

My path ran from general chapter volunteer through Board Resources Director and Programming Director, to Vice President and a two-year term as President. When my term ended, I stayed on as Treasurer rather than step away. Seven-plus years of progressively deeper involvement meant that by the time I held the president's seat, I understood every lever in the organization. I led a 16-person volunteer team, owned the chapter's three-year strategic plan, managed a $16,300 annual budget, and was accountable to both the local community and AIGA National.

The outcome

Revenue grew 60% year-over-year. The chapter ran 30 events in a single fiscal year, drawing 900+ attendees. Over two years: $10,500 in scholarships awarded, 148 student portfolios reviewed, 138 people mentored, 160 students professionally published. Community communications reached 5,000 email subscribers at a 36% open rate, well above industry standard.

The problem

Across all three Dorman segments (Dorman Products, Dayton Parts, and Super ATV), the digital properties were carrying significant exposure. Accessibility scores were sitting between 60 and 80 percent, leaving a meaningful portion of users unable to fully access our sites and leaving the organization open to litigation. The harder truth was simpler: we were excluding people. That was reason enough to act.

My role

I drove this initiative from the first conversation to the final install. That meant making the case internally, translating accessibility risk into language that resonated with legal, finance, and leadership. Then I led vendor research, built the recommendation, presented it for approval, and oversaw implementation across all three segments.

The outcome

Within six months, all three segment sites achieved WCAG compliance. Accessibility scores moved from 60–80% to a range of 90–98% across the portfolio. The litigation risk that had been mounting quietly was eliminated. And the work didn't stop at compliance. The accessibility data we now collect is actively informing how we design future assets, so that inclusivity becomes part of the creation process, not a retrofit applied after the fact.

The problem

A 2026 planogram brochure went through nine rounds of review: 253 comments from five reviewers. The approved final file still shipped with the order period wrong on page two: it read August 14th while the cover and back page both read the 17th. Not a careless team. A structural blind spot. People review pages, and that error only existed between pages. No amount of additional review would have caught it, because every round was looking at the wrong unit of work.

My role

Sole author. I treated the review history as a data set rather than a frustration, mining nine rounds of markup on one live job, plus five rounds on another, for what our reviewers actually catch and what they consistently miss. I built three integrated tools against those findings and wrote the documentation myself.

The outcome

The date error that survived nine rounds and five reviewers is now found in about a second. Beyond the errors, the analysis surfaced ten unresolved contradictions inside the company's own brand and style guides: places where two people following the guidance in good faith would produce different work. Nobody was looking for those. They only became visible once the standard was written as executable rules instead of prose. After a demo, our director of brand content and creative asked whether it could be scaled for people outside marketing, as a first line of defense so they could check their own work against brand, tone, and style before it reached the creative team.