About Me
He doesn't just execute - he builds the structure around execution so it scales.
— Kyle H., Director of Paid MediaHe developed me more than anyone else in my career - pushing me not just to be a better marketer, but to think like a business owner.
— Lisa F., Senior Director of SystemsI always felt like J.P. was focused on what was best for our business, not just on the metrics.
— Kim F., Chief Marketing OfficerBuilt agency delivery operations from $50K to $400K+ in monthly revenue. Ran a full account management function. Owned a P&L. Rebuilt delivery infrastructure specifically to protect margin, at three different agencies.
Here's the part that matters most: I've been on both sides of the failed-hire pattern you're worried about. I've operated a mature system inside someone else's agency, and I've built one from scratch inside my own. Most senior operators you'd hire have only done the first. That's the whole difference.
My first job out of school was writing product copy for a wholesale consumer goods company.
They needed someone to build the website too, so that became mine. The site needed systems to run it, so I learned to build them. One system led to the next. Within a year I was running the whole operation, self-taught from scratch.
From there I went agency-side. The scope kept growing: Director of Digital Marketing, then Director of Operations, then President with full P&L accountability before an acquisition.
I moved to a new agency as a director and stepped into VP of Client Services within two years: cross-functional leadership across the full delivery org, with primary accountability for gross margin. Revenue grew. Gross margin grew faster. Revenue per employee grew the most.
From there I moved to Compound Growth Marketing as VP of Account Services, stepping into an agency struggling with retention and churn. I installed a full account management framework: org structure, role clarity, onboarding, scoping, upsell methodology, client engagement standards, then recruited and led the team that runs it. I sit on the Senior Leadership Team now, with P&L and OKR ownership.
Two things have run through every role I've held: building the systems that make teams scalable, and developing the people who run them.
I was designing delivery infrastructure as a director. Building people ops programs and coaching frameworks as a president. Walking team leads through their first hard management conversations as a VP. Each move extended the same capability.
The logo was drawn by a designer friend, based on my actual face. The goatee is real.
What I Do
I've worked every part of GEAR myself.
Before I was installing these systems in other people's agencies, I was doing the work inside them. Hands-on execution across the channels that actually drive revenue. Supporting sales calls and scoping engagements before a client ever signed. Building and running the teams who delivered the work. Then moving into full agency operations, owning the P&L for all of it.
Growth, Execution, Roster, Accounts. I've sat inside every one of them, not just advised from outside.
Delivery infrastructure, planning cadences, process architecture, and operational frameworks. The systems a marketing program runs on determine whether it scales or collapses under its own weight. I've built them from scratch at multiple agencies.
How a client engagement is structured determines whether it succeeds. Scope definition, planning cadences, reporting architecture, escalation paths, and the client relationship itself. I've led client programs across 13+ industries with primary accountability for delivery quality and margin.
Developing practitioners into managers and managers into leaders. I've coached direct reports through their first performance conversations, their first team leads, their first P&L accountability. Multiple people on my team have been promoted to Director-level roles during our time working together.
Marketing connected to business outcomes, not CPL in isolation, but CPL as it connects to conversion rate, lead quality, and what sales actually closes. I carry gross margin as a primary accountability and have built the reporting infrastructure to catch where profitability erodes before it shows up at the end of the quarter.
Experience
VP, Account Services — Compound Growth Marketing
Righted the trend for an agency struggling with net revenue retention and client churn by installing a full account management framework: org structure, role clarity, onboarding, scoping and upsell methodology, and a client engagement framework. Recruited, coached, and directly led the Accounts team: account managers, project managers, strategists. Sits on the Senior Leadership Team with P&L responsibility and OKR ownership.
VP, Client Services
Promoted to VP of Client Services within two years: cross-functional leadership across the full delivery org, primary accountability for gross margin and client retention.
President
Started in a delivery role. Moved into operations: delivery systems, profitability, utilization, hiring. Promoted to President: full P&L accountability, people operations, company-wide leadership before an acquisition.
Digital Marketing Specialist
Client-side work across B2B, funded startups, and service businesses. Managed paid search, paid social, display, and analytics across dozens of accounts. Developed the channel depth I still draw on today.
In-House Digital Marketing
Two roles, one company at a time. Owned all digital marketing: content, SEO, paid search, social, email. No team, no playbook. Built the foundation on the job.
