VICE PRESIDENT, BRAND & TEAM EXPERIENCE
Cook Children's Health Care System
Bridging the Gap Between Brand and Belonging
THE CHALLENGE
In a $4.5B health system including eight companies, 60+ service lines, 11,000 employees, a brand promise only matters if the people living it believe it. We had to close the gap between what the brand said on the outside and what employees, physicians, patients and families experienced on the inside, at enterprise scale.
THE OUTCOME
Aligned brand and culture into one experience across patients, families, employees, physicians, and leaders — and it showed up in the numbers—91st-percentile employee engagement, 87% "would recommend" patient experience, and a 25% market-share gain in a competitive commercial market.
83%
INCREASE IN
BRAND AWARENESS
87%
WOULD
RECOMMEND
300
LEADERS
DEVELOPED
91st
Percentile
EMPLOYEE
ENGAGEMENT
One Voice, Inside and Out
When I stepped into the role of Vice President, Brand and Team Experience, my mission was clear: to ensure that the promise we made to our customers was the same reality lived by our 11,000 employees.
As the enterprise's lead brand strategist, I oversaw the evolution of our identity end-to-end — a portfolio spanning brand positioning, messaging, and even how we onboarded new physicians.
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 a lean team of 25 to operationalize our culture as a strategic asset.
The Multimillion-Dollar Rebrand
I spearheaded an enterprise rebranding initiative, securing executive alignment and ensuring a consistent implementation across every B2C and internal touchpoint.
Omnichannel
Growth
I directed integrated marketing campaigns across paid, social, and owned channels that grew brand awareness 83% and market share 25% in a competitive commercial market.
Data-Driven Transformation
By leading system-wide employee engagement surveys and task forces, I analyzed workforce data to drive improvements that resulted in top-decile employee engagement.
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 developed 300+ leaders across the organization.
Executive Presence: I served as a trusted advisor to the board and C-suite, shaping how brand and reputation factored into the organization's highest-stakes decisions.
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Agency & Operational Discipline: 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 was a felt experience for our staff and a trusted promise for our families. Whether through a high-impact TV campaign or a redesigned leadership conference, I proved that aligning marketing innovation with deep-rooted organizational values creates a brand that is both scalable and sustainable across an 11,000-employee enterprise.
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.
