Case study to follow.

Engagement summary: Placement of a senior digital marketing leader at Inspire Brands in 2018, shortly before Sonic Drive-In's $2.3B acquisition closed. The role sat at the intersection of digital product (order ahead, app, loyalty, data activation), brand strategy, and portfolio thinking within Roark Capital's multi-brand platform. Inspire needed a leader who could build new capabilities and reframe Sonic for a more competitive QSR landscape.

Value creation:

• Built portfolio-wide digital infrastructure: managed $1.5B in delivery and commerce-enabled integrations across six brands, developed multi-tenant Integration Platform (IDP) for centralized e-commerce, loyalty, and personalization

• Scaled Sonic's "order ahead" platform—turning 25-40 stalls per location into a competitive advantage over single-lane drive-thrus

• Led first holistic brand relaunch in Inspire's history: "Live Free Eat Sonic" campaign replaced 18-year "Two Guys" legacy, spanning visual identity, packaging, uniforms, and menu innovation

• Drove pandemic-era performance: system sales surged 21% in 2020, adding $1B+ vs. 2019 while industry averaged 1.7% growth

• Contributed to $7B+ in portfolio-wide digital sales with Sonic as key driver

Results:

• System sales: ~$4.7B → $5.5B+

• Average unit volume up 54% (2019-2021 peak)

• Promoted to Chief Marketing Officer after 7+ years, overseeing 3,500+ locations

• Leadership continuity through acquisition integration, pandemic, and brand transformation

Why it matters: This placement shows how a well-defined search can unlock platform-level value in a sponsor-owned asset. Not a bolt-on digital hire—a transformation leader who integrated infrastructure, data, and brand storytelling across a PE-backed multi-brand portfolio. The combination required to convert deal thesis into realized value.n text goes here

Engagement summary: Placement of a Marketing Executive at Credit One Bank, a privately held credit card issuer ranked #97 in the US market. Sherman Financial Group's ownership structure mirrors PE dynamics—performance accountability, compressed timelines, disciplined capital allocation. The role required a leader who could reposition a brand in a stigmatized category, transform acquisition from direct-mail-centric to digital-first, and operate with P&L discipline. Hired with succession in mind.

Value creation:

• Repositioned Credit One from generic subprime issuer to aspirational "credit-building partner"—shifting the narrative from "we'll approve you when others won't" to "we're your partner as you move forward"

• Built sports-anchored brand strategy: Official Credit Card of NASCAR, Vegas Golden Knights, Las Vegas Raiders, Big 12 Conference, WWE—buying mainstream legitimacy in a commodity, direct-mail-driven category

• Led digital transformation: from direct-mail-centric to integrated TV, streaming, and always-on content marketing with a feature-rich mobile app

• Built data-driven acquisition engine balancing growth velocity with credit quality

• Scaled marketing organization across multiple growth phases without the leadership churn typical in financial services

Results:

• #97 → #12 among US credit card issuers (~17x growth)

• Growth from ~10M to 17M+ active accounts

• Three placements: CMO (promoted 2x), SVP Brand​ (retired), SVP Digital Experiences (promoted 2x)

• 11+ years tenure for initial placement vs. 18-24 month industry average

• Leadership continuity through turnaround, growth, and maturity phases

Why it matters: Where most PE-style environments experience mid-hold-period leadership resets, three hires delivered continuity across a decade—and a leadership pipeline. The marketing transformation (direct mail → digital, transactional → brand-building, stigmatized → aspirational) happened under consistent leadership. Proof that rigorous role definition and selection can materially change the trajectory of an asset.ption text goes here