Mr. Cooper

A rebrand is easy to launch and hard to sustain. The real work at Mr. Cooper wasn't the day the new name went live, it was the eleven years after, building the team and the systems that kept the brand consistent across every touchpoint a customer or employee would ever see.

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I built that team from the ground up. Fifteen full-time creatives plus freelance support, covering strategy, design, copy, content, video, social, email development and project management, producing more than 5,000 assets a year without leaning on outside agencies. That team is why the brand held together through a five-year refresh and an acquisition, not despite the pressure but because the infrastructure was already there to handle it.

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Some of the work only makes sense up close. I created and ran a biweekly CEO video series to keep leadership visible and consistent across a company with thousands of employees. I built COOPERCON, a quarterly all-company broadcast that turned internal communication into something people actually wanted to watch. I ran full office rebrands, more than ten of them across the US and internationally, as coordinated weekend transformations, so employees walked in Monday morning to a finished space instead of watching construction drag on for weeks.

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I also put customer research to work in places most brands skip. Using an in-house panel, we tested and rewrote the highest-stress communications a customer receives, servicing transfers, escrow notices, onboarding, to cut confusion before it ever became a complaint or a call to the center. That is brand work in the places nobody applauds, but it is where trust is actually won or lost.

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None of it happened in isolation. I directed creative across Mr. Cooper Group and its family of brands, including Xome, Rushmore, RightPath, TD Bank and USAA, and the team earned six consecutive Great Place to Work certifications along the way, proof the culture behind the work was as strong as the output itself.