After 8 years working with complex B2B audiences, I know how to take genuinely difficult subject matter and turn it into content that the right people seek out, search engines surface, and AI systems cite.
"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.
Work
Led content strategy and copy across Ensora Health's full corporate rebrand, and built the governance system that keeps the brand consistent post-launch.
Developed a five-layer content strategy framework, competitive gap analysis, and the editorial infrastructure to run it — transitioning from brief-execution to a strategy-led operation.
View all work including writing samples →
Work
Strategy case studies from Ensora Health, alongside published writing samples — annotated with what each piece was designed to do, not just what it covers.
Case studies
Brand governance · Content strategy · Cross-functional coordination
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.
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 samples
Published and linked to the original pages — each piece annotated with what it was built to do strategically.
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 led the construction of the brand guidelines document — scoping what sections needed to exist, coordinating DRIs across the project, managing the review process, and delivering something that became the org's source of truth. 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 led the content strategy and wrote significant portions of the website copy — translating the new brand positioning into on-site language. The challenge wasn't just writing well — it was writing one coherent brand voice across two very different clinical audiences: behavioral health practices and rehab therapy clinics. They think differently, they search differently, and they 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 — which sounds like a minor role until you're the person who catches a product team about to publish content that calls clients "patients" (they're not), or a sales deck that's six months out of date on messaging. My project request board fields brand questions from across the org. I shadow the communications director when she's unavailable. I've turned "can someone just review this real quick" into a structured process that actually protects the brand.
Honest scope: The rebrand was a team effort. 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: rationalizing what stayed, what merged, what got retired, and applying consistent quality standards to everything that survived. 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 tree/branch/leaf (TBL) model — organizing content into pillars (the thematic territories Ensora should own), branches (topic clusters underneath each pillar), and leaves (the hyper-specific 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:
I built three 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.
I've spent years earning fluency in subject matter most content people find intimidating — the kind where generic content fails immediately and the audience can tell in the first paragraph whether you actually know their world. That depth is what separates content that ranks from content that earns trust — and trust is what drives the conversions that actually matter.
I work at Ensora Health, where my scope has quietly expanded well beyond the original job description — content strategy, brand governance, tool development, cross-functional coordination, and mentoring the interns who rotate through the marketing department.
A content strategist or content marketing manager role where the content function has room to grow in addition to being maintained. Remote preferred.
I'm actively exploring content strategist and content marketing manager 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.