Brand Development, Campaigns & Marketing Operations.

B&W and Jefferson Electric needed to look related as the businesses came together, and each name still had to be recognizable on its own. I redesigned the Jefferson Electric logo and wrote the logo usage standards for Jefferson Electric, B&W, and the combined identity.

Jefferson Electric uses light blue, cream, and black. B&W uses orange, cream, and black. The standards cover logo variants, minimum size, and which backgrounds the marks can sit on.

I illustrated the characters in these B&W campaigns from scratch. There was no existing character library to pull from, and these are not stock illustrations.

A selection of campaigns I developed for B&W, combining original illustrations, promotional messaging, customer education, and membership marketing.

Historical campaign examples.

At Watercourse Services, I developed automated customer communication workflows in ServiceTitan to support maintenance memberships from enrollment through ongoing service reminders and upcoming expiration notices.

When customers signed up, they entered a communication sequence designed to introduce their membership benefits and keep them informed about future service needs.

I also configured recurring service reminders, seasonal scheduling outreach, and automated expiration notifications, helping maintain consistent communication with members throughout their membership.

The work combined CRM management, customer lifecycle planning, automation, and retention-focused messaging.

I wrote the merger communications launch plan for B&W and Jefferson Electric. It covered internal messaging, what customers would be told about the relationship between the businesses, brand rollout, and how promotional communication would be coordinated.

The sequence below is the plan I wrote. It is not a report of merger results.

I wrote a content development program for the two businesses. Field teams would share photos and information, that material would be reviewed, turned into branded content, published on a plan, and then reviewed again. The plan included Facebook, Instagram, and LinkedIn, along with quality standards and a way to track contributions. I am describing the plan, not a set of measured publishing results.

In ServiceTitan I organized campaign classifications so customer communications could be grouped by purpose. The groups included Email, Digital, Directory, Referral and Partnership, Customer Journey, and CX Attributable. Those are categories I set up. They are not a count of completed campaigns.

Marketing and customer experience don’t operate separately, especially in a service business. At Watercourse Services, I wrote standard operating procedures covering customer inquiries, scheduling, pricing and assessment communication, service follow-ups, and customer documentation.

The goal was to establish clearer, more consistent communication throughout the customer experience, from the first phone call to ongoing service.

This work complemented the automated membership communications I developed in ServiceTitan, connecting customer-facing messaging with the processes behind it.

I updated pages and content on the existing business websites in WordPress.

At Watercourse Services, I collaborated with two external marketing agencies, Valve+Meter and Matchbook, while supporting marketing initiatives for B&W Plumbing, HVAC & Electrical and Jefferson Electric.

The work required coordination between internal business priorities and outside marketing partners. My experience with Valve+Meter included website and SEO discussions, digital marketing planning, and performance reporting. I did not manage the agencies’ paid advertising accounts or budgets.