Introducing a new category by grounding it in what the brand owns—fragrance—while making it feel credible

Extending the brand into cultural partnerships and buzzworthy moments without losing identity

Stretching the brand into a darker, younger cultural space without losing what makes it recognizable

Holding the brand’s identity within a dominant partnership while making the collaboration feel organic

Translating product launches into distinctive visual ideas that earn attention in fast-moving environments

Elevating the brand’s most visible touchpoints with in-house work that matched external production quality

Building and scaling an in-house photography team that defined the brand’s visual expression

At Bath & Body Works I inherited a small creative team running two channels. I left with a 40+ person organization producing across 12, having helped drive e-commerce from under $300M to $2B annually and launched a loyalty program that now drives more than 80% of total sales.

The work required building the brand and the infrastructure behind it simultaneously: defining how the brand showed up across digital, retail, and marketing while building the systems, teams, and workflows that made that possible at scale. Often for products that can't be sampled—fragrance, flavor, feeling, identity—where the creative has to do the heavy lifting.