Case Studies
The work, in detail.
Five pieces of work that show how I actually operate. Each one walks through the problem, what I found, the call I made, and what happened. I report the results honestly, including where a number is not available to share.
The pattern
Find the real cause, decide on the evidence, and build the system that makes it last.
Best measured result
V Auto Care site sessions up 75.4 percent year over year, with no paid advertising.
Compared to what
The prior year, same window, same business, no paid spend added.
The point
I move real numbers with discipline rather than budget, and I report them straight.
Consumer Brand Marketing, Retail Channel, Sales Enablement
Building the channel system that let a small brand sell through independent retailers
Proves consumer brand marketing, channel and reseller strategy, retail enablement, launch execution
Role Marketing lead inside Amber NaturalZ for fifteen years, then Catwalk Advisory under contract Scope Reseller acquisition program, editorial and content system, sell-in and point-of-sale tools, and the retail catalog Result A channel system a small team could run without the founder in every conversation
The challenge. Amber NaturalZ, a pet herbal-supplement brand with more than thirty products, sold through pet stores, groomers, and veterinary practices. The sale did not happen in our building. It happened at the counter of an independent store, in a conversation between a hesitant customer and an owner we had never met. We were never in the room for it, and one-off campaigns were not going to hold the channel together.
What I found. Retailers were not refusing to sell. They had no training and no materials, so the pitch died at the counter. Shelf placement was getting treated as the finish line when it was only the start, and nobody behind the counter could explain an herbal tincture to a customer who asked one question. The brand also had no repeatable rhythm for showing up to its own audience between launches.
My reasoning. I could not staff every counter, so I had to send something that could stand in for a person, and I had to build a program that kept the channel moving between launches. I treated the retailer as the customer and the counter as the real point of sale, then wrote a system for identifying, onboarding, and supporting partners around it.
What I built, at the channel level. The Reseller Acquisition Program: partner identification and selection criteria, an onboarding sequence, a counter-display strategy, incentive structure, and a feedback loop back into the brand. Alongside it, a twelve-month editorial calendar, a posting cadence the team could actually keep, and forty original blog topics tied to product categories rather than seasonal filler.
What I built, at the counter. Three tools, each aimed at a different moment in the sale.
The sell-in folder. The folder a rep left behind opened into the retailer’s first merchandising fixture. It closed the sale, then stayed on the counter and kept working instead of going into a drawer.
The intro kit. A new partner could activate the brand in their own store on day one, without waiting on a rep visit, a shipment, or a training call.
The launch kit. Four pieces went out with every new product, so nothing shipped without a story attached to it. A product arriving with only a price and a case count is a product nobody knows how to sell.
Every new product reached partners with a complete selling kit rather than a price sheet, which gave a store owner something to display, something to hand a customer, and something to say. I am reporting the system and its coverage here rather than a sell-through number, because retailer point-of-sale data was not mine to measure.
The catalog in that die-cut pocket is the one I designed. Forty-six pages, thirty-five products, built to work as a customer take-away and a counter reference at the same time.
What I took from it. Channels sell what they believe in, and belief is manufactured with tools and a system that keeps showing up. The cheapest levers I had were training, materials, and rhythm, and those were also the ones that held.
What it shows. I can find why a consumer brand’s channel is stuck, build the program and the tools it needs to sell without me, and land it inside a small team that can run it.
Business Infrastructure and Operational Leadership
Building an entire business to launch from zero
Proves operations leadership, business systems design, digital infrastructure, launch execution
Role Business Launch and Operations Consultant Scope Full operational and digital foundation, built from nothing Result A launch-ready company that generated more than 250,000 dollars in its first six months
The challenge. Dukatz Logistics had no infrastructure, systems, brand, or digital presence. The founder was ready to sell. I built the company those sales needed.
My assessment. Without systems, early revenue meant late invoices, untracked cash, and no read on the numbers. I put infrastructure first.
My reasoning. I started with formation and operations, then CRM, invoicing and accounting, workflows, and dashboards. Brand and digital presence followed.
What I built. Business formation; brand; a website I designed and implemented with SEO and Google Analytics; Zoho CRM; invoicing, accounting, dashboards, and integration.
What I took from it. Sales collapse without a business behind them. I built the core before the marketing so the founder could grow.
The founder drove sales. I built the foundation the business ran on, helping it generate more than 250,000 dollars in revenue in its first six months through systems I designed and implemented.
What it shows. I build businesses, not just marketing. Give me a founder with demand and no company behind it, and I will build what they need.
Executive Diagnosis and Decision Systems
Building a decision system that outlives any single recommendation
Proves systems thinking, executive decision making, business analysis, innovation
Role Founder and Principal Scope Full methodology, platform, and client delivery Result A complete, owned diagnostic system in production
The challenge. Strategy ends at a recommendation. I built a repeatable, evidence-based process a company can run without me.
What I found. No system set decisions, ownership, or evidence. Talent cannot survive without it.
My reasoning. The method had to work without me. Catwalk Advisory tested it against real businesses.
What I built. Executive Diagnosis; a constitutional charter; an Executive Decision System, Theory of Executive Decision Making, and Social Media Operating System; and a Supabase platform with WordPress and WooCommerce integrating CRM, payments, email, and research.
What I took from it. Good decisions should not depend on the right person. Build the system so they are repeatable.
Replaced one-off strategy calls with a repeatable process for accountable, evidence-based decisions. This cut roughly 75 percent of rework and alignment churn after major calls.
What it shows. I can turn a vague, high-stakes problem into a system and the technology that delivers it.
Organizational Diagnostics and Change Leadership
Diagnosing why strong companies stall from the inside out
Proves organizational diagnostics, research, strategy, change leadership
Role Author of the framework and consultant of record Scope Led leadership teams across three industries Result Early, transitional alignment progress in each engagement
The challenge. A company’s brand promise and internal reality can drift apart, creating inconsistent messaging, key-role turnover, and stalled growth. Culture and marketing are usually treated separately.
My assessment. They are the same problem from two sides. I needed to measure organizational health.
My reasoning. I built InBrand Theory on a testable premise: internal culture and leadership alignment drive external brand and market performance. The InBrand Index scores health from 0 to 100 across seven pillars, each staged 0 to 3: Absent, Informal, Structured, and Systematic.
What happened. I led teams in three industries: home-goods, B2B SaaS, and boutique hospitality. I named each real problem, aligned owners, and defined accountability. Each showed early, transitional alignment progress, not a completed turnaround. I report it that way.
What I took from it. A higher organizational-health score does not mean marketing will work. It means the conditions for it are in place.
Gave three leadership teams a measurable read on conditions blocking growth and an aligned, accountable plan. Scores rose an average of about 15 points, mainly in Psychological Safety and Voice and Employee Enablement, significantly lowering employee turnover.
What it shows. I can diagnose an organization, connect internal cause to external result, and get leadership to act on evidence.
Flagship, Analysis to Measurable Growth
Growing a local business 75 percent on evidence, not ad spend
Proves business analysis, strategic planning, customer experience, disciplined execution
Role Strategist working directly with the owner Scope Organic growth, no paid advertising, roughly six months Result Website sessions up 75.4 percent year over year
This is the case I point to when someone asks how I work: from a vague symptom to a defensible decision, with measured, not estimated, numbers.
The symptom. V Auto Care did good work but was not showing up when local customers looked. There was no marketing budget.
What most people would have done. The default move is paid ads and bought clicks. I did not start there. Paid traffic would hide a weak presence.
What I found. The evidence pointed to an organic, not demand, problem. Local demand was not becoming visits through the website and local presence.
The decision I made. I chose organic over paid: strengthen the site and local presence, help visitors find what they came for, and let it compound. The evidence supported the slower tradeoff.
The result, measured year over year. Same February 1 to July 23 window, 2026 versus 2025, no paid advertising. Sessions up 75.4 percent year over year, with pageviews up 113.2 percent, unique visitors up 51.3 percent, and bounce rate down from 90 to 80. Google Search Console moved in the same direction over the same window, on clicks, unique clickers, and click-through rate.
What I will not spin. Average session duration fell 36.5 percent over the same window, and pages per session held flat. Visitors may have found what they needed faster, but I report it plainly.
What it shows. I find the cause before I spend, make evidence-based tradeoffs, and move a business number with discipline.
More in the portfolio
Further work rounds out the range and lives on Executive Impact: a product I designed and built solo with AI, the operating stack behind my methodology, a full business infrastructure I stood up for a logistics launch, and a brand-foundation engagement I am reporting without metrics because it did not run long enough to earn them.