G-Mod is a modular hosting platform for highly interactive web sites - from personal blogs to complex inventory-driven catalog sites.
PersonaLogic, Inc was a Barry Diller funded start-up. It became the leader in the field of consumer search and
decision making systems. The company developed consumer guides using proprietary server-side software.
PersonaLogic’s clients included: America Online, E*Trade, Fidelity Investments, Cox Communications,
AutoTrader.com, Yahoo, Excite, and Lycos.
In November 1998 America Online wholly acquired PersonaLogic.
At PersonaLogic, the design team worked within extremely tight guidelines and performance metrics to produce
a precise and powerful experience for the maximum number of users. At it’s peak (May, 2001) PersonaLogic
had 510 guides in more than 80 topics, ranging from New Cars to Bikes to Mutual Funds.
• Creative direction
• Corporate Identity
• Design and development of user-interfaces
• Developed and implementing task management system
• Developed and implementing a rapid prototyping environment
• Designed and implemented an automated image generation system
Fresh Media was a highly successful graphic design studio with a client base included many blue chip
Australian institutions - Sydney Theatre Company, Sydney Opera House Trust, Adelaide Festival, Sydney
Festival, Melbourne International Festival and Remo. My graphic work is in the permanent collection of the
Powerhouse Museum in Sydney and the Royal Library in London.
Platform Consulting managed the e-commerce divisions of several high-profile hospitality corporations (W Hotels, Caesars Palace).
Working with upper management I designed and oversaw several retail projects (both physical & web-based) from concept to deployment.
Headquartered in Foothill Ranch, California, The Wet Seal, Inc. is a leading specialty retailer of contemporary
apparel and accessory items. The company operates 487 Wet Seal and 103 Arden B. stores.
I was charged with re-invigorating the poorly performing e-Commerce division. My approach was to strategically develop and implement a community of target customers (over 70,000 “Stylizers”). I used these members to provide specific psychographic data, to more accurately predict trends and create product to match their needs, and increase sales. In return, those Stylizers re-engaged with the brand, and acted as exemplars of, and opinion-leaders for the Wet Seal and Arden B. brands.
This innovative use of a (pre-Facebook) “Brand social network” had profound effects on the business at a critical time in its development.
• Drove sales: +230% comp (Dec 2004)
• Increased site traffic: +50% (Dec 2004)
• Increased online transactions: +27% (Dec 2004)
• Developed and managed online community with over 70,000 members
• Designed, developed and implemented highly effective e-mail marketing programs
• Implemented innovative trend forecasting initiatives
• Created branding statement and documentation
• Documented competitive landscape analysis
• Developed creative strategy for in-store marketing campaigns
A specialty retailer of apparel, toys, and media with 600 stores worldwide, a direct mail catalog and
e-commerce website. Sales volume exceeded $1.2 billion annually.
Disney Stores produced a wide range of products from apparel to plush toys and electronics. I worked with the producers and designers to effectively market these items in-store while also reducing overall packaging requirements and maximizing shelf space. Many major franchises such as Princess, were very fragmented and needed revitalizing. I worked on in-store visual marketing for large scale promotions such as Finding Nemo and the first Pirates of the Carribean.
• Unified brand management - created graphic style guides and tone of voice for product franchises
• Established and directed creative vision for global marketing and brand management
• Developed creative strategy in partnership with visual merchandising and production
• Created a modular interchangable signage system to react quickly to marketing needs and cut costs.
• Implemented task management and production procedures to reduce strain on creative services
• Got the department “on calendar” and working a year in advance
• Documented our succeses (and mistakes) and learnt what to do next year.
• Mentored creative staff, established methodology, workflow and departmental infrastructure
• Identified, established and maintained creative department policies and procedures
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