Rank. Get cited. Earn trust.
After 7+ years working with complex B2B audiences, I take genuinely difficult subject matter and turn it into content built to perform.
Partnered with our research lead on a 500+ clinician survey, then wrote and shipped the interactive report. My strongest single piece of work.
Brand-building thought leadership grounded in primary data (APTA, BLS), not opinion, on why practices are losing new graduates to hospitals.
A heavily contested, broadly searched query. Structured to win the featured snippet and AI citation away from entrenched competitors, not just rank.
"Content strategy isn't about what you publish. It's about what you've built that makes every future piece more effective than the last."
At Ensora Health, I own the systems that make content work at scale: the brand governance that keeps a multi-product company sounding like one coherent voice, the content architecture that tells search engines (and AI systems) what we're an authority on, and the editorial infrastructure that means every piece published makes the next one more effective.
I also write. Compellingly. Because strategy without craft is just theory, and the best way to prove a content framework works is to produce content that proves it.
Highlights
Co-led content strategy and copy across Ensora Health's full corporate rebrand, and built the governance system that keeps the brand consistent post-launch.
A five-layer content strategy framework, competitive gap analysis, and the editorial infrastructure to run it, built from brief-execution into a strategy-led operation.
See more systems I've built →
Systems I've built
Three deep dives into strategy, governance, and the tradeoffs behind projects that don't have a byline of their own. Looking for the writing itself? Start with Writing →
Brand governance / Content strategy / Cross-functional coordination
Co-led content strategy and copy across Ensora Health's full corporate rebrand. Built the governance system that keeps the brand consistent org-wide post-launch.
Blog consolidation / Pillar-and-cluster architecture / Competitive gap analysis
Partnered on a legacy blog consolidation, then developed a pillar-and-cluster content architecture (nicknamed TBL, tree, branch, leaf, internally) and a four-competitor gap analysis now driving the active content build.
Strategy framework / AI tools / Editorial operations
Transitioned the content function from brief-execution to a strategy-led operation: five-layer framework, deployed tools, and the editorial infrastructure to run it consistently.
Writing
Linked to the original, live pages, organized by what each piece was actually built to do: brand and thought leadership, AI and search visibility, or conversion. Not just what it covers.
Product education & conversion
Rebrands are exciting for about three weeks. Then reality sets in: the new logo is live, the announcement email went out, and nobody has any idea how to actually talk about the company in the new way. Language drifts. Product teams write their own copy. Sales decks revert to old terminology. The brand becomes a document that lives on a shared drive nobody opens.
By the time Ensora Health rebranded, consolidating TheraNest (behavioral health), Fusion (rehab therapy), and a broader product portfolio under one unified identity, I'd been at the company long enough to understand both the brand and the operational stakes of getting this wrong.
"A rebrand without governance isn't a rebrand. It's a before-and-after photo."
The brand guidelines. I co-led the construction of the brand guidelines document, alongside another writer. This was a team effort; my role was owning the architecture and driving it to completion:
The website copy. Working alongside an external SEO agency that shaped the site architecture, I co-led the content strategy and wrote significant portions of the website copy, translating the new brand positioning into on-site language. The real challenge wasn't writing well, it was writing one coherent brand voice across two very different clinical audiences, behavioral health practices and rehab therapy clinics, who think differently, search differently, and need to hear different things to trust a piece of software with their practice.
Brand governance. After launch, I became the internal authority on whether something was on-brand, catching things like a product team about to call clients "patients" (they're not), or a sales deck six months out of date on messaging:
Honest scope: I co-led the rebrand's content workstream alongside another writer, not solo. The SEO agency shaped site architecture; design owned visual identity. My lane was content and messaging: the guidelines, the copy, and the system that keeps it coherent when I'm not in the room.
Ensora Health's content library had grown the way most do: organically, reactively, across multiple legacy sites with no structural logic connecting any of it. Duplicate topics. Competing URLs. Content that ranked for nothing because it was competing against itself. And no clear answer to the question every content team eventually has to face: what do we actually own?
I partnered with an SEO specialist (who owned the analytical audit and redirect mapping) on executing a blog consolidation across legacy properties. My role was editorial execution:
The goal wasn't fewer pieces of content. It was a content library that told a coherent story about what Ensora knows.
Consolidation buys you a cleaner starting point. Architecture is what makes it compound. In parallel, I developed a pillar-and-cluster content architecture: pillars (the thematic territories Ensora should own), with clusters of topic pages underneath each one. Internally, the team nicknamed it TBL, tree, branch, leaf, since each pillar branches into clusters, which branch into the hyper-specific leaf pages that answer exact questions.
The insight that changed how leadership thought about the roadmap: by our own content classification criteria, the majority of content we'd planned as blog posts should actually be pillar or cluster pages. Which meant the architecture had to come first, not as a nice-to-have, but as the prerequisite for everything else on the calendar.
"Most content strategies fail not because the content is bad, but because there's nowhere for it to live."
I audited four major competitors (SimplePractice, WebPT, TherapyNotes, and Jane App), mapping what they'd built that we hadn't: pillar pages, comparison pages, feature pages, glossary pages. That analysis is what's currently driving the active build, in collaboration with our external SEO agency and an incoming SEO manager.
What I can speak to in an interview: the strategic rationale behind the architecture, the competitive gap analysis, and the phased execution plan. Keyword-level data and technical SEO validation live with the SEO specialist and agency. I'll say that clearly: it's more credible than claiming to own work I didn't.
Brief-execution content gets published, deadlines get met, but it produces work that stands alone, doesn't reinforce anything, and requires the same effort every time because nothing compounds. I wanted to build something structurally different: a content program with architecture underneath it, not just a calendar on top of it.
I authored a formal five-layer content strategy document that now guides how the team operates:
AI-assisted content is only as trustworthy as the standards behind it. Here's the evaluation layer I built to enforce those standards, two tools currently in active use across the marketing org:
"The gap nobody owned was the editorial layer between site architecture and individual content: the narrative logic that connects pages and builds authority over time."
This case study is in progress. Happy to walk through any of the strategy documents or tools in detail, it's the clearest picture of how I think about content strategy.
Content strategy has to do two things at once: get found by the right person, and make sense once they're there, then hold up as the ground underneath it keeps shifting. I've spent 7+ years doing that for healthcare technology, where the audience can tell in the first paragraph whether you actually understand their world.
What actually sets my work apart isn't the writing, it's what's underneath it: a pillar-and-cluster content architecture and taxonomy that let every new page compound instead of starting from zero, and the governance standards that let a team use AI without losing accuracy or brand voice. That same instinct is what drove an original research report: I partnered with our research lead on a 500+ clinician survey, then turned the data into a published, interactive story that's become the clearest proof of how I think about this work.
I work at Ensora Health, where my scope has quietly expanded well beyond the original job description: content architecture, brand governance, AI standards, original research, and covering for our communications director when she's out.
I'm actively exploring roles. If you're building a content program that needs someone who can own the strategy and execute the craft, I'd love to hear about it.