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A Journey from FSIs to Back-to-Back-to-Back Big Game Spots

OPPORTUNITY

As Roll Global (now The Wonderful Company) began investing in brand-led CPG growth beyond commodities, its internal agency needed to step up, developing creative muscle, systems, and leadership required to scale iconic brands.

By earning trust through early creative wins, I helped transform an in-house team into a brand-building engine that scaled multiple category-leading brands and laid the groundwork for Wonderful’s billion-dollar growth.

WONDERFUL PISTACHIOS

Taking Wonderful Pistachios from commodity to category leader redefined ownership perceptions of what in-house could do.

  • 233% YOY sales growth (2009)
  • Drove 50% of company-wide revenue growth
  • Became the #1 selling tree nut in America
  • Ignited a long-running platform that helped reach $1B in retail sales

Teleflora

With business-transforming wins behind us, ownership doubled down, bringing Teleflora to the Super Bowl and proving the in-house team could perform on advertising’s biggest stage.

  • Results from Teleflora’s first Super Bowl appearance featuring Adriana Lima led to a repeat investment
  • ~59% YOY Valentine’s Day e-commerce sales lift (Faith Hill Super Bowl spot)
  • Super Bowl-scale media investment at the category’s peak demand moment
  • Category leadership reinforced

FIJI WATER

With FIJI Water firmly established as a category leader, ownership entrusted the in-house team to clarify the brand’s origin story and lead its first major evolution.

  • #1 premium bottled water leadership extended
  • 300ml format YOY sales doubled
  • Record profit margins driven by the “Untouched” campaign
  • 84% buyer preference for new branding

WONDERFUL HALOS

With ownership trust fully established, the in-house team was tasked with its most ambitious challenge yet: inventing, launching, and scaling an entirely new category-leading brand—at unprecedented speed.

  • New brand name, identity, and positioning created within one week
  • Launched the #1 mandarin brand in Year One, position maintained since 2013
  • 70% greater market share than nearest competitor (Cuties) in Year One
  • $100M invested over five years to scale the Halos brand nationally
  • Overcoming the stigma that in-house teams can’t produce category-defining, world-class creative work
  • Earning owner trust and patience to support a multi-year creative transformation
  • Raising the bar while reigniting and expanding the internal team

The work began with trust, earned slowly through early creative wins that demonstrated what the in-house team was capable of. Each success built confidence and alignment, creating the conditions to work more ambitiously and grow a high-performing team over time.

The work centered on a simple belief: great work attracts great talent. By raising creative standards first—through clearer expectations, stronger craft, and more ambitious ideas—the in-house team earned trust and momentum. Over time, this approach strengthened both the work and the people behind it, allowing the internal agency to grow into a confident, high-performing creative partner capable of delivering at the highest level.

CATAPULTED WONDERFUL to America’s fastest-growing CPG company and the #1 growth leader in produce

FUELED UNPRECEDENTED GROWTH, laying the foundation for $1+B scale


SECURED #1 position and market leadership for 6 brands in the company portfolio

MADE 5 SUPER BOWL APPEARANCES in as many years with big names like Colbert, Faith Hill and Adriana Lima

INDUSTRY

CPG, Philanthropy

ROLE

GCD/SLT: Ownership Sell-Through, Concept, Creative Direction, Copywriting, Production

DELIVERABLES

360-Degree Campaigns, Packaging, Experiential, Corporate Videos, Annual Reports, Show Booths

By earning trust through early creative wins, I helped transform an in-house team into a brand-building engine that scaled multiple category-leading brands and laid the groundwork for Wonderful’s billion-dollar growth.

WONDERFUL PISTACHIOS

Taking Wonderful Pistachios from commodity to category leader redefined ownership perceptions of what in-house could do.

  • 233% YOY sales growth (2009)
  • Drove 50% of company-wide revenue growth
  • Became the #1 selling tree nut in America
  • Ignited a long-running platform that helped reach $1B in retail sales

Teleflora

With business-transforming wins behind us, ownership doubled down, bringing Teleflora to the Super Bowl and proving the in-house team could perform on advertising’s biggest stage.

  • Results from Teleflora’s first Super Bowl appearance featuring Adriana Lima led to a repeat investment
  • ~59% YOY Valentine’s Day e-commerce sales lift (Faith Hill Super Bowl spot)
  • Super Bowl-scale media investment at the category’s peak demand moment
  • Category leadership reinforced

FIJI WATER

With FIJI Water firmly established as a category leader, ownership entrusted the in-house team to clarify the brand’s origin story and lead its first major evolution.

  • #1 premium bottled water leadership extended
  • 300ml format YOY sales doubled
  • Record profit margins driven by the “Untouched” campaign
  • 84% buyer preference for new branding

WONDERFUL HALOS

With ownership trust fully established, the in-house team was tasked with its most ambitious challenge yet: inventing, launching, and scaling an entirely new category-leading brand—at unprecedented speed.

  • New brand name, identity, and positioning created within one week
  • Launched the #1 mandarin brand in Year One, position maintained since 2013
  • 70% greater market share than nearest competitor (Cuties) in Year One
  • $100M invested over five years to scale the Halos brand nationally
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