Experience behind Brandry.
Selected work led by the founder.
American Leather
Changing what American Leather meant
Transforming a legacy manufacturer into a modern brand with a 23% revenue increase.
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 The name and outdated identity still created associations with Western-inspired furniture, saddles and leather goods.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
The business did not need to become more premium. It needed the market to understand the company it already was.
That meant redefining American Leather around modern design, craftsmanship and customization—and carrying that positioning consistently through its national retail partners.
ANSWER
I led the repositioning and rebrand of American Leather, redefining how the company competed and presented itself to the market.
The new brand was rolled out through the retail network, creating a more consistent premium experience at the consumer level, helping drive 23% revenue growth.
American Leather was already premium. The market just needed to see it.
ACADEMIC PARTNERSHIPS
Building beyond graduate education
Creating a $44M new line of business from an untapped market.
CHALLENGE
Academic Partnerships had built its business around graduate programs. Undergraduate education represented a much larger market, but the company had never built an offering to serve it.
INSIGHT
The opportunity required more than adding new programs. Success depended on identifying the right university partners, understanding where demand existed, and creating a marketing model capable of driving 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.
We didn’t just create a new revenue stream. We created one for our university partners as well.
Mary Kay
Seeing a market others hadn’t
Building a $160.5M fragrance business.
CHALLENGE
Mary Kay’s fragrance portfolio was largely shaped around U.S. preferences, but consumers in Eastern European were heavier fragrance buyers with a broader appetite for variety, but Mary Kay’s portfolio and development cycle was too limited to fully serve the market.
INSIGHT
The solution did not need to start from scratch. Eastern Europe needed its own fragrance portfolio, but waiting two years to develop it would mean missing the opportunity. Latin America had similar buying behavior and was already developing fragrances at scale. Select products could launch quickly in Eastern Europe while a dedicated portfolio was developed.
ANSWER
I developed the strategy, operational plan and marketing strategy to quickly scale production and launch. Within 10 months of executive approval, the new fragrance portfolio was in market. The result was $160.5M in revenue.
We didn’t wait two years to build something new. We found the opportunity already inside the business.
Leftbank Art
Building the next chapter of growth
Repositioning an established manufacturer around new markets and new revenue.
CHALLENGE
Leftbank Art’s traditional retail business was softening, while the brand and business model were increasingly out of step with its growth potential.
INSIGHT
A deeper analysis revealed a $1.8M retail decline—but also two significant opportunities beyond the existing model: hospitality and direct-to-consumer.
ANSWER
I led the rebranding for LBA and the go-to-market strategy for both new businesses, from audience and positioning to sales and marketing. Opening up $70M in new revenue over the next 24 months.
The opportunity wasn’t simply to protect the existing business. It was to build the next one.
