Elizabeth CarpenterMARKETING LEADERSHIP / STRATEGY INTO DELIVERY
I connect marketing with business strategy, customer priorities, and resource decisions, then build the positioning, campaigns, and operating systems needed to deliver.
My University of Maryland MBA informs how I weigh opportunity, investment, and execution. My work connects research, writing, design, stakeholder review, and measurement. For a growing organization, that means someone who can establish the plan and produce the materials needed to put it into practice.
01 / DOCUMENTED PROFESSIONAL WORK
Problem: A complex service needed a coherent proposition and a shared direction for marketing.
My work: Connect audience needs, positioning, evidence, activation, and a leadership decision.
Review the strategy case ↗Problem: An employer-facing program needed to address organizational relevance and participant trust.
My work: Frame the narrative and organize the program overview and executive collateral.
Review the program case ↗Problem: Lead volume alone gave leadership an incomplete view of acquisition performance.
My decision: Evaluate lead growth alongside sales, spending, conversion, and attribution limits.
My work: Weekly scorecards, recommendations, and account coordination for executives and two board directors.
February 1–7, 2026 versus January 25–31: leads rose 24.7%, gross sales fell 12.7%, and spend rose 39.1%. These are reported client metrics, not outcomes attributed to me.
Review the decision and follow-through ↗02 / PROPOSED WORKING FRAMEWORK
I would agree on the audience, desired action, and available evidence before choosing channels. The brief should be short enough to use and specific enough to guide production.
| Decision | Working direction |
|---|---|
| Business objective | Support relevant account conversations around one clearly defined customer problem. |
| Audience | A priority account segment agreed with sales, with technical evaluators and business sponsors distinguished. |
| Message | Explain the problem, the organization’s contribution, and the approved evidence that supports it. |
| Deliverables | One core brief, one buyer-facing page, one executive post, a short presentation, and meeting follow-up copy. |
| Ownership | Marketing owns production; sales validates relevance; a named subject-matter expert verifies technical claims; the designated approver authorizes release. |
| Sequence | Brief and evidence review → core asset → supporting content → approved distribution → sales follow-up → performance review. |
| Measures | Qualified conversations, accepted handoffs, destination engagement, and documented next steps. Establish baseline and definitions before setting targets. |
| Decision after review | Continue, revise the message or destination, change distribution, or stop. Record the evidence behind the decision. |
Capacity rule: Plan the essential asset first. Add channels only when the team can support production, approvals, and follow-up.
03 / PROPOSED SALES-MATERIAL SYSTEM
A useful collateral library helps a colleague choose the right piece, trust its contents, and know what to do next. I would organize assets by audience and purpose, with one approved version of each.
One-page brief: Who the work is for, the problem it addresses, the organization’s role, approved evidence, and questions worth discussing.
Suggested opening: “This overview outlines the customer challenge, our contribution, and the evidence available to support a more detailed conversation.”
Short presentation: Audience context → problem → approach → evidence → discussion → next step.
Speaker support: Source notes, anticipated questions, and a clear distinction between current capability and future plans.
Follow-up template: “Thank you for the discussion. My understanding is that your priority is [confirmed need]. Attached is [approved material] addressing [topic]. Our next step is [action], owned by [name], by [date]. Please let me know if I have missed anything.”
Library standard: Every asset carries an owner, audience, version date, source references, approval status, and review date. Superseded files are clearly retired.
Bracketed text is a reusable template field. These samples do not describe an actual prospect or customer engagement.
04 / EXPERIENCE + PROPOSED DECISION FRAMEWORK
My agency work included trade-show planning, field-team preparation, lead capture, and post-event recommendations. The framework below shows how I would evaluate the next event before committing resources.
| Option | Best reason to choose it | What must be in place |
|---|---|---|
| Exhibit | A demonstration or visible destination meaningfully improves access to the right audience. | Relevant attendee evidence, a staffed meeting plan, useful materials, lead qualification, and sufficient follow-up capacity. |
| Attend | Learning, partner conversations, or targeted networking can meet the objective without a booth. | A prioritized agenda, outreach before the event, named meeting owners, and clear reporting expectations. |
| Arrange meetings | The highest-value conversations can be scheduled around the event. | Confirmed participants, suitable meeting space, prepared briefs, and an agreed next-step process. |
| Defer | Audience fit or the ability to follow through does not justify the cost. | A documented reason and an alternative use of the budget. |
Assess audience fit, access to priority accounts, total cost including staff time, opportunity cost, and follow-up capacity. Decide what success would look like before choosing a booth size or sponsorship.
Review meetings held, qualified conversations, accepted follow-ups, and cost per qualified meeting. At agreed 30-, 60-, and 90-day checkpoints, review opportunity progression with sales. Separate event-sourced opportunities from those the event helped advance.
This is a proposed evaluation method. No event-specific sales lift, ROI, or SHOT Show revenue result is asserted.
See the documented agency remit ↗05 / PROPOSED EXECUTIVE COMMUNICATIONS
I would begin with a focused conversation: What changed? Why does it matter? What evidence supports it? What should the reader understand or do next? From that input, I would prepare a draft in the leader’s voice and resolve factual questions before review.
Observation: Name a specific question or challenge the audience recognizes.
Perspective: Explain the leader’s view and the tradeoff behind it.
Evidence: Add an approved example or clearly bounded finding.
Close: Offer a useful implication or a focused question.
Proposed writing structure. No quotation or viewpoint is attributed to an actual founder.
New reporting outline informed by professional reporting experience; not a reproduced board presentation.
Measurement judgment: ROAS belongs in the discussion when attributable revenue and ad spend are available. For longer sales cycles, I would also track qualified engagement, accepted handoffs, and opportunity progression without treating them as revenue.
Review executive and employee writing samples ↗06 / PROPOSED REVIEW & PRODUCTION WORKFLOW
Working rhythm: A brief weekly marketing and sales check-in, scheduled expert reviews, and a monthly performance discussion. Urgent changes follow an agreed escalation path rather than waiting for the next meeting.
These are proposed practices for a future role.
07 / PROPOSED FIRST 90 DAYS
I would adapt this sequence with leadership after understanding the business, existing commitments, team capacity, and available evidence.
DAYS 1–30
Meet leadership, sales, technical teams, and customer-facing colleagues. Review existing materials and workflows. Identify the most urgent audience and communication gaps.
Deliver: A prioritized brief, asset audit, approved-message starting point, baseline assessment, and ownership map.
Decision gate: Agree on the first campaign, essential materials, and what can wait.
DAYS 31–60
Develop the core campaign assets, standardize essential templates, and establish expert review and sales follow-up. Evaluate near-term events against business priorities.
Deliver: An approved campaign package, organized collateral library, event recommendation, and a practical reporting view.
Decision gate: Confirm readiness, review capacity, and responsibilities before launch.
DAYS 61–90
Assess audience response, handoff quality, asset use, and delivery constraints. Interview sales and technical colleagues about what is helping and what needs to change.
Deliver: A performance review, updated playbook, and next-quarter plan with resource recommendations.
Decision gate: Continue, revise, or stop activities based on evidence and business needs.
What I need to succeed: Access to the people closest to the work, shared priorities, an agreed approval owner, and regular decisions about resources and tradeoffs. I bring the structure, drafts, and recommendations to make those conversations productive.
LET’S CONNECT
I’m interested in long-term ownership, close collaboration, and clear shared priorities. I bring strategic judgment and hands-on production to marketing and communications teams.
