Where I’ve made a difference.
Nine years helping a fast-growing critical infrastructure company tell one clear story, to customers, employees, and the communities it serves.
From reactive production to strategic partner
The situation
Marketing at Sabey was mostly a design and production desk: requests came in, files went out, and leadership had little view into what the team was working on or why.
What I did
- Built dedicated capabilities across marketing, communications, media, events, culture, and operations, growing a nine-person multidisciplinary team.
- Introduced annual planning, shared prioritization, and a steady operating rhythm.
- Worked directly with executive and commercial leadership on business priorities, managing an ~$800K annual budget.
What changed
Leaders could see priorities, resources, dependencies, and progress. The team stopped being a service desk and became a partner in how the business grew.
An enterprise brand refresh, and the governance to keep it
The situation
Multiple companies, websites, facilities, and sales teams were each telling the Sabey story their own way, and it showed.
What I did
- Led an enterprise-wide refresh spanning the corporate, data center, and construction brands, websites, sales materials, presentations, signage, and environmental branding.
- Built support among senior leadership for a shared direction, and managed a ~$200K agency engagement from strategy through implementation.
- Put standards, governance, review practices, and a digital asset management system in place so the brand would hold up after launch.
What changed
Teams across the organization got one consistent, scalable way to use the brand, and the system is still in use.
Communications and reputation, when the industry came under scrutiny
The situation
As Sabey grew quickly, public attention on data centers grew too. Communications and reputation needed to become strategic priorities, not afterthoughts.
What I did
- Partnered with executives, subject-matter experts, PR counsel, and outside partners on corporate narrative, executive communications, media engagement, and thought leadership.
- Supported community and stakeholder outreach with messaging, presentations, leave-behinds, and stakeholder briefings.
- Developed more structured approaches to reputation planning and response.
What changed
The company had a clearer, more consistent voice with the communities, customers, and partners it depended on.
Making the company’s values visible as it grew
The situation
Sabey grew from roughly 150 employees to 350–400. Culture that once spread by proximity needed a deliberate voice.
What I did
- Launched SharePoint communications and produced three to four stories a week that typically reached more than half of employees.
- Evolved quarterly all-hands meetings into “Sabey Spotlight,” a company-wide vehicle for leadership updates, storytelling, and recognition.
- Brought scattered giving and service efforts together under “Sabey Serves,” from naming and identity to governance.
- Partnered with Culture leadership on onboarding: welcome journeys, new-hire video, and a redesigned Sabey 101.
What changed
Employees heard from leadership regularly, saw each other’s work, and joined a company whose values were easy to see.
The operating system behind a growing team
The situation
I inherited a project-tracking process that lived mostly in a Word document. Requests got dropped, and nobody could see the whole workload.
What I did
- Replaced it with Wrike, structured intake, shared prioritization, and review processes.
- Implemented enterprise digital asset management for the marketing and leasing teams and outside partners.
- Set project management standards and governance the team could run without me in the room.
What changed
The system supported more than a hundred projects, campaigns, and events a year, with thousands of tasks, and gave everyone better visibility, prioritization, and accountability.
Let’s lean in.
If your organization is wrestling with any of these, I’d be glad to compare notes.