Account Management, mostly. Strategy when it's useful.

I've spent the better part of a decade running accounts and shaping the thinking behind them, because the two were never really separate jobs. You can't manage a brand you don't understand, and you can't understand it without asking why people actually do what they do. That question started in a newsroom, not a boardroom. I was a music journalist at seventeen. Later, while I was meant to be writing academic papers on international relations, I started a blog instead. Someone at Ogilvy Mexico read it and offered me a job writing content. That's the whole origin story. No five-year plan, just curiosity that wouldn't sit still.

Grew up between Mexico and the US. Studied International Relations. Live in the UK now. None of it was planned. All of it is useful, because culture isn't something I study, it's something I've had to live in, repeatedly, from scratch.

I've run accounts at Monks, VML, and Montalvo, for brands like IKEA, Apple, American Express, Sanofi, BUPA, Scotiabank, and Molson Coors. Built platforms for fintech unicorns and mezcal launches. Won pitches across five markets in one room. Briefed creative teams on cryptocurrency one week and toilet paper the next. I’ve worked in brand revamps. I created a strategy for Scrabble that won awards. The category never mattered. What people actually do, under pressure or boredom or both, always did.

Running accounts from every angle, client side pressure, internal team friction, the briefs that arrive half-written and need fixing before anyone can use them, has taught me the operational stuff nobody puts on a slide. Where the work actually breaks. Where it actually gets saved.

If any of this caught your attention, good. That was the point.

Open to discussing roles and freelance work.