I planned to make movies.
So I moved to Los Angeles. After earning my BFA in Cinematography from Chapman University — where I was awarded both the Eastman Kodak and Panavision grants — I spent the next decade behind the camera. I shot indie features and national commercials for brands like L'Oreal Paris, Warner Bros, and Sony Pictures. I operated A-camera on Bone Tomahawk alongside my childhood hero, Kurt Russell, shot the title sequence and operated camera on Justin Marks and Morten Tyldum's espionage thriller Counterpart for Starz, and worked second unit on Netflix's Love. My curiosity kept pulling me into unfamiliar rooms — performance capture stages for God of War and Uncharted 4, Alejandro González Iñárritu's VR installation Carne Y Arena, experimental projects at Uber. I wasn't chasing a title. I was chasing the work.
What I didn't realize at the time was that every new room was teaching me something beyond the camera. I was learning how to walk into a world I didn't fully understand, earn trust quickly, and deliver. That instinct — show up, learn the language, solve the problem — is what eventually carried me from set to strategy.
The Apple Epoch
In 2017, Apple saw an opportunity to bring cinematic production values into their sales enablement content, and I was brought in to make that happen. I elevated the visual quality, produced customer stories and rich media that drove engagement across the consumer salesforce, and began creating bespoke video content designed to energize enterprise-level sales meetings — the kind of rooms where a B2B deal lives or dies based on whether you can establish credibility in the first ninety seconds.
That's where I learned the DNA of how Apple presents ideas. Not just keynotes — boardrooms. The pattern of establishing credibility, naming the problem, and revealing the solution through rich media. I had to internalize that rhythm and build it into everything we produced.
During 2020 and 2021, when the world went remote, I partnered closely with the Creative Director and Group Creative Director to find new ways to produce content under impossible constraints. My ability to flex into new methods and new media won me visibility with leadership — not because I asked for it, but because I kept solving problems no one else wanted to touch.
That credibility earned me a seat at the table. As Creative Art Director, I shifted from making the work to shaping the strategy behind it. I worked upstream — sitting in planning sessions with business leads to understand their goals and map where creative could drive measurable outcomes. Not just polished videos for stakeholder buy-in, but work that would actually help close sales.
I took on one of the hardest verticals — healthcare — and built a suite of hero videos addressing the specific challenges enterprise salespeople face in that space. But I designed it modularly: a library of micro-vignettes that could be assembled to highlight specific Apple offerings without forcing a prospect to sit through a longer piece. I created the concept, wrote the scripts, aligned with the sales teams on their decks, then shepherded design managers and designers through the entire build. When it came time to sell the vision to leadership, I did the temp voice-over myself.
That work crystallized into a repeatable process — a decision loop I've run on every project since:
Then in 2023, the world changed and LLMs entered the modern vernacular. Suddenly, everything we were building had to stay internal and move fast. I applied the same model — discover, distill, build — but now focused on learning the technology itself, understanding the business vision behind each product, and translating it into clear, concise language for leadership at the highest levels of the company. Through the process of building sell-in content, our team found ourselves informing product design presentations. Thinking through how an application would show up in the real world forced design teams to confront new ideas, usability standards, and ethical considerations they hadn't yet addressed.
By the end, our creative team had become something rare inside Apple: a brand agency, strategic consultancy, and production house — all in one.
What I'm Building Now
I lead teams now. I form strategy. I help execute the vision.
My career taught me how to see — literally, through a lens — and that foundation gives me something most creative directors don't have: I understand the craft at a molecular level. But what I want to build is bigger than any single frame. Discover the need. Distill the strategy. Build the creative. Ship it. Repeat.
I'm looking for a team and a mission worth that effort.