RED HOUSE
Leading the work, developing process, raising the bar.
THE SITUATION
For seven years, I helped lead creative at Red House, an award-winning Atlanta B2B agency, developing campaigns for major brands while building the teams, talent, and processes behind the work.
My role went well beyond creative direction. I helped shape an environment where collaboration fueled competition, competition accelerated learning, and stronger ideas created opportunities for both our clients and the agency.
ELSEVIER / INTEGRATED CAMPAIGN
600% Above the Lead Goal.
Red House developed an integrated direct mail and digital campaign to introduce Elsevier’s clinical solutions to nursing professionals. Built around the power of trust, the campaign drove registrations and exceeded its marketing-qualified lead goal by 600%.
MAKING GREAT CREATIVE A TEAM SPORT
The best idea could come from anyone. And everyone had to earn it. I believed that great creative couldn’t simply be taught. People needed to discover what made an idea work—and develop the judgment to recognize one.
So I built a collaborative, competitive approach to concept development. Everyone participated, from experienced art directors to interns. We explored ideas individually, brought them together, challenged assumptions, and debated what worked and why.
The strongest concepts moved forward. Everyone learned from the process.
Over time, I watched designers I’d mentored become exceptionally skilled conceptual thinkers themselves. They learned to turn complicated B2B strategies into engaging, memorable creative—whether the assignment was an ad, a campaign, a trade show booth, or something entirely different.
IHS / DIGITAL MARKETING CAMPAIGN
10x Higher Form Conversions
We developed a data-driven digital strategy, targeted messaging, and ongoing optimization. Through multiple phases of controlled A/B testing, the creative team refined messaging and visual approaches, identifying what resonated and improving results. The result was a tenfold increase in form conversion.
BUILDING THE TEAM BEHIND THE WORK
Creative leadership meant building systems that helped people succeed. At its largest, my internal team included six full-time creatives, supported by a flexible network of freelance specialists. I continually recruited, evaluated, and developed talent to meet the changing demands of a project-driven agency.
I also created a structured internship program with exercises, self-assessments, creative resources, and opportunities to participate in real client assignments. What began as a training binder eventually became a digital learning resource.
Working with our IT team, I developed a searchable, password-protected database of approximately 20 prequalified copywriters. Account managers could review portfolios, specialties, and credentials and select appropriate talent without starting every search from scratch. These weren’t simply administrative improvements. They gave people better tools, greater independence, and more opportunities to contribute.
TURNING BOLD IDEAS INTO BUSINESS.
When clients got excited about the creative, the opportunities got bigger. My greatest strength was translating complex B2B strategies into unexpected, compelling concepts. I love the work. And I’m good at it.
Instead of simply telling audiences that a product was faster, smarter, or more efficient, I looked for ways to make those advantages meaningful, memorable, and visually engaging. That approach helped me achieve an exceptionally high first-presentation concept selection rate. More importantly, it generated enthusiasm.
Clients frequently wanted to extend successful concepts into additional campaigns, content, and channels. A single advertisement could become a series, an ebook, or an expanded marketing initiative. The creative wasn’t just getting approved. It was helping grow the business.
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