I came from hospitality. I came back for it.

Seven brands. 180,000 followers. One restaurant scene.

I started in Detroit's hospitality industry as Marketing Director for Detroit Optimist Society — seven restaurants, bars, and event spaces across the city. Built community-driven social strategies, revenue systems, and brand identities for places that were already doing the hard work of being great. My job was making sure people could find them.

That's where I learned the pattern. Hospitality operators pour everything into the in-house experience — the food, the cocktails, the service, the atmosphere — and treat the digital presence as an afterthought. The result isn't decline because the business got worse. It's decline because the infrastructure didn't keep up with the standard being set inside the building.

Then I learned what scale and measurement look like.

After hospitality, I managed marketing across a private equity portfolio — five companies, 27 locations, $2.4M in annual media budgets. Built CRM pipelines, lead scoring systems, and intelligent routing that increased booked appointments by 60%. Full attribution, real reporting, every dollar tied to an outcome.

PE taught me discipline. How to measure what matters. How to connect marketing spend to revenue, not vanity metrics. How to build systems that work across multiple locations without losing the local signal.

But the work I kept coming back to was hospitality. The industry where I started, where my relationships are, and where the gap between quality of business and quality of marketing is the widest.

Detroit-based.

I work with hospitality businesses locally and nationally. Detroit is home — the restaurant and bar scene here is where I cut my teeth and where my deepest relationships are. I know this market, these operators, and what it takes to build something that lasts in a city that rewards conviction.