AMA Internal Marketing
Internal brand team
Recruitment marketing, social strategy, campus event coverage, and operational support for the Internal Marketing PM.
American Marketing Association · USC
From running the work to leading the portfolio.
VP of Marketing · Team Leadership · Client Strategy
After managing a five-person internal marketing team and building a repeatable content operation, I was promoted to co-lead a 30-member division spanning AMA’s brand and two external client engagements.
promoted · Internal PM → VP Marketingmarketing division / current portfolio
Three workstreams. One operating system.
internal
AMA brand
recruitment · content · events
returning
But Cute
consumer brand · client retention
new
Live Lagree
USC acquisition · local growth
03
workstreams
02
clients
01
division
VP
Marketing & Co-Lead
30
members co-led
02
client engagements
120K+
views in 60 days
the evolution
I earned the opportunity to lead the division by first getting close to the work: rebuilding systems, managing delivery, and showing that creative operations could produce measurable growth.
then · Internal Marketing PM
Own the operation
Managed five creatives, rebuilt AMA’s Figma kit, standardized event-promotion handoffs, and expanded community-led short-form content.
→
now · VP of Marketing
Design the system around the work
Set direction across 30 members, support project managers, align scopes, place people by strength, and create accountability across three simultaneous workstreams.
internal foundation
A repeatable content operation—not isolated posts.
Standardized assets, clearer handoffs, consistent publishing, and more community-centered short form gave the team a system it could execute together.
60-day organic performance
Audience growth dashboard
120K+
organic views
14,358
accounts reached
5
team members
Posts
Reels
Stories
Takeovers
— Fall ’25— Spring ’26
current portfolio
Internal brand, returning trust, new-market growth.
But Cute
Returning consumer client
Continuing a retained relationship with a plush-products brand and building on the previous semester’s engagement.
Live Lagree
New local client
Developing a USC acquisition strategy around student partnerships, accessible introductory offers, and convenience-led positioning.
leadership approach
Structure without micromanagement.
My job is to create clarity around outcomes, owners, and decision points—then preserve room for members to bring their own strengths and creative judgment.
01
Set direction
Define the problem, success criteria, and strategic guardrails.
02
Place by strength
Match responsibilities to how people work best.
03
Support the PMs
Create escalation paths and unblock delivery without taking over.
04
Protect ownership
Hold teams accountable while leaving room for creative decisions.
internal marketing archive
Two semesters of the work
Spring 2026 · end-of-semester portfolio
what changed
Leadership became less about personally touching every deliverable—and more about designing the conditions for good work to happen repeatedly.