Executive Communications

To leverage the best in your employees, you must keep them informed, excited and involved in the mission. Throughout my career, I have been involved in internal marcom efforts, from communications to campaigns to calls-to-action. I’ve been called upon numerous times while at Philips to contribute content for various campaigns and projects that were out of my purview, such as field activation, executive blogs and social posts, and communications to internal teams.

Leadership presence and tone can make or break buy-in and commitment from downstream teams and employees. I have built a strong skillset and experience in writing leadership communications from the executives at Hopkins Medicine, as well as from business and market sales leaders at Philips, that weave together empathy, accountability, confidence, direction and calls-to-action.

Engaging with executive customer stakeholders, such as board members, C-levels, and executive directors and other leading decision-makers, and influencing them to act takes timing and tact. I have honed this skill during my time at Philips and often have been called upon to contribute on strategic outreach to key customers and decision-makers. In turn, I have often continued to be involved in customer communications as we have successfully walked customers through several steps in their decision journey.

In a crisis, level-headed communications management is critical. During my time at Hopkins Medicine, I was able to complete public information officer training at the Maryland Emergency Management Association, and practice those skills regularly as we oversaw patients involved in various high profile fires, shootings or other incidents. At Philips, I’ve been able to apply these skills most recently in a product recall that occurred suddenly, and have received feedback from both our Philips crisis management team and my leadership on how quickly and thoroughly I was able to respond and lessen reactive communications.