VICE PRESIDENT, BRAND & TEAM EXPERIENCE
Cook Children's Health Care System
Bridging the Gap Between Brand and Belonging
THE CHALLENGE
Align a complex healthcare organization's external brand promise with its internal employee experience while overseeing enterprise-wide brand strategy, culture, communications, and leadership development.
THE OUTCOME
Created a unified brand experience across customer, employee, physician, and leadership touchpoints while driving measurable gains in engagement, brand equity, and organizational alignment.
20%
INCREASE IN
BRAND EQUITY
87%
PATIENT & FAMILY
EXPERIENCE SCORE
300
LEADERS
IMPACTED
TOP-DECILE
EMPLOYEE
ENGAGEMENT
One Voice, Inside and Out
When I stepped into the role of Vice President, Brand and Team Experience, my missionwas clear: to ensure that the promise we made to our customers was the same reality livedby our 11,000 employees.
As the lead strategist for the enterprise, I oversawthe end-to-endevolution of our identity, managing a comprehensive portfolio that touched everything fromglobal brand positioning and high-level copywriting to the very way we onboarded newphysicians.
KEY OBJECTIVE
Create alignment between brand promise, culture, leadership, and employee experience.
Culture as a Competitive Advantage
I believe that a brand is only as strong as the culture that supports it. To prove this, I led aLean team of 25 to operationalize our culture as a strategic asset.
The Multimillion-Dollar Rebrand
I spearheaded a system-wide rebranding initiative,securing executive alignment and ensuring a consistent implementation across every B2Cand internal touchpoint.
Omnichannel
Excellence
I directed the development of integrated performance marketing campaigns—spanning paid, social, and influencer channels—that ultimately delivered a 20% increase in brand equity.
Data-Driven Transformation
By leading end-to-end employee engagement surveys andtask forces, I analyzed workforce data to drive improvements that resulted in top-decileengagement and an 87% patient experience score.
Future-Proofing the Workforce
My leadership philosophy is rooted in "Caring and Future-Focused" development. I moved beyond traditional marketing to align HR and talent management with our brand platform.
The Leadership Pipeline: I expanded succession planning from the C-suite down to the director level, designing career ladders and toolkits that impacted 300 leaders across the organization.
Executive Presence: I served as a key partner to the board and C-suite, utilizing strong interpersonal and presentation skills to align marketing innovation with high-stakes corporate reputation goals.
Agency & Operational Excellence: I managed complex work streams and negotiated multimillion-dollar agency contracts, ensuring that our external partners were as accountable and high-performing as our internal teams.
I believe a brand is only as strong as the culture that supports it.
My work is about ensuring the promise we make to the world is the same reality lived by our teams every day.
A Unified System
By the end of my tenure, the "Cook Children's" brand wasn't just a logo on a building; it wasa felt experience for our staff and a trusted promise for our families. Whether through ahigh-impact TV campaign or a redesigned leadership conference, I proved that when youalign marketing innovation with deep-rooted organizational values, you create a brand thatis both scalable and sustainable.
20%
INCREASE IN
BRAND EQUITY
300
LEADERS
IMPACTED
87%
PATIENT & FAMILY
EXPERIENCE SCORE
TOP-DECILE
EMPLOYEE
ENGAGEMENT
Portfolio Preview
The Rebrand
A system-wide brand transformation and implementation.
The Campaign
Integrated omnichannel marketing initiatives driving measurable brand growth.
The Culture
Leadership development and organizational alignment programs.
