Experience behind Brandry.
Selected work led by the founder.
American Leather
Transforming perception through a brand pivot
How a rebrand shifted a legacy furniture manufacturer from Western perception to contemporary luxury—supporting 23% year-over-year revenue growth.
CHALLENGE
American Leather was an award-winning manufacturer of sophisticated, modern furniture, but its brand had not evolved with it. The name and outdated identity still created associations with Western-inspired furniture, saddles and leather goods.
The reality was very different: American Leather was a contemporary luxury furniture manufacturer.
INSIGHT
American Leather did not need to become more premium. It needed to look, sound and show up like the premium brand it already was. The opportunity was to turn a perception liability into a competitive advantage: redefine the brand around modern design, craftsmanship and customization—then make that promise real across the national retail network.
ANSWER
I led the repositioning and rebrand of American Leather, changing how the company competed, how retail partners presented it, and what customers experienced.
The new brand elevated every layer of the experience—from identity and messaging to product storytelling, digital touchpoints and retailer-facing sales tools. It gave retail partners a sharper, more desirable story to sell and gave consumers a clearer reason to choose American Leather.
impact
The rebrand helped create momentum where it mattered: in the market, across the partner retail channel, and in the business.
23% year-over-year growth
Stronger retailer performance and increased interest from prospective retail partners
Improved customer advocacy, reflected in a higher Net Promoter Score
Increased website traffic and digital engagement
American Leather was already premium. The market just needed to see it.
ACADEMIC PARTNERSHIPS
Building beyond graduate education
How Academic Partnerships turned an untapped undergraduate market into a $44M annual line of business in two years.
CHALLENGE
Academic Partnerships had built its business around graduate programs. But undergraduate education represented a much larger opportunity—and the company had no offering, market strategy, or operating model built to pursue it.
The opportunity was clear. The path to capturing it was not.
INSIGHT
Winning in online undergraduate education would require far more than adding programs to the portfolio.
Success depended on identifying the university partners best positioned to win, understanding where student demand existed, and building a marketing engine capable of generating enrollment at scale.
ANSWER
I stood up the new line of business, building the marketing strategy and operational support required to launch and grow it. Within two years, the business was generating $44M annually.
impact
What began as an underserved market became an $88M annual growth engine within two years. Under a 50/50 revenue-share model, the business generated $44M for AP and $44M for university partners.
The model created value on three levels:
For AP: A scalable new line of business beyond graduate education
For universities: A new online undergraduate enrollment and revenue channel
For working adults: Access to legitimate, affordable online bachelor’s degrees designed to fit around careers, families, and real life
We built a business that grew revenue by helping more adults build a better future.
Mary Kay
Seeing a market others hadn’t
Turning an overlooked regional fragrance opportunity into a $160.5M business—without waiting two years to develop a new portfolio.
CHALLENGE
Mary Kay’s fragrance portfolio was largely shaped around U.S. preferences. But consumers in Eastern Europe were higher-frequency fragrance buyers, with a broader appetite for variety. Mary Kay’s existing portfolio and development cycle were too limited to fully serve the market.
INSIGHT
The solution did not need to start from scratch. Eastern Europe needed a fragrance portfolio designed for its preferences, but a two-year development timeline would mean missing the opportunity.
Latin America had similar fragrance-buying behavior and a fragrance portfolio already in development. Select products could be adapted and launched in Eastern Europe while a dedicated regional portfolio was developed.
ANSWER
I developed the strategy, operational plan, and marketing approach to scale production and bring the portfolio to market. Within 10 months of executive approval, new fragrances where launching every quarter.
impact
In 10 months, Mary Kay Europe turned a portfolio mismatch into a $160.5M fragrance business.
By bringing a Latin American fragrance portfolio to Eastern Europe, we gave consumers a more relevant assortment—and gave Independent Beauty Consultants more products, more variety, and a stronger reason for customers to buy. The launch created a new growth opportunity for hundreds of consultant-led microbusinesses while opening a significant revenue stream for Mary Kay.
We didn’t just bring more fragrance to market. We gave entrepreneurs more to build with.
Leftbank Art
Building the next chapter of growth
Rebranding a retail-dependent manufacturer and building two new paths to growth: hospitality and direct-to-consumer.
CHALLENGE
Leftbank Art’s traditional retail business was softening, with a $1.8M decline exposing the limits of a retail-dependent model.
The company also lacked a unified brand identity, consistent look and feel, or formal marketing foundation. Without a clear market position and cohesive go-to-market system, it was difficult to build demand, differentiate the offering, or expand beyond traditional retail.
INSIGHT
The retail decline was a signal, not the whole problem. Leftbank Art needed to evolve from a retail-dependent manufacturer into a cohesive brand with multiple, scalable paths to growth.
The analysis revealed two distinct opportunities:
Hospitality: A new B2B line of business serving commercial buyers with scalable, design-forward art solutions.
Direct-to-consumer: A digital channel that could build consumer demand, create a direct customer relationship, and reduce reliance on retail partners.
ANSWER
I led the rebrand of Leftbank Art, creating its first unified identity, market position, and marketing foundation.
I then developed go-to-market strategies for both hospitality and direct-to-consumer—from audience definition and positioning to customer journeys, sales enablement, marketing strategy, and launch planning.
For hospitality, I built the commercial strategy and launch foundation for a new line of business. For DTC, I established the brand and demand-generation framework needed to take the company directly to consumers.
IMPACT
The work gave Leftbank Art a unified market presence and shifted the company from a single-channel retail model to a more diversified growth platform.
It established:
A launch-ready hospitality GTM strategy tied to a projected $70M revenue opportunity over 24 months; the line of business launched after my tenure.
A direct-to-consumer growth path that enabled Leftbank Art to build demand and customer relationships outside the traditional retail channel.
A cohesive identity, positioning, and marketing system capable of supporting both B2B and DTC growth.
We did not just respond to a declining retail channel. We built two new ways for the business to grow.
