I ran the plant before I fixed the marketing.

As COO of Clark & Son Inc., I led 300+ people across multiple manufacturing sites and took the company from $12.5M to $75M over five years. That meant owning the whole chain, not a slice of it — production, procurement, supply chain, FP&A, an ERP implementation, and the demand side feeding all of it.

Before that I was Marketing Director at ECS Tuning, one of the largest automotive e-commerce companies in the country. Multi-million-dollar budgets, a 30-person team, global product launches, and the segmentation and lifecycle infrastructure underneath it.

Across those sixteen years I've operated inside or advised more than twenty companies in manufacturing, distribution, building products, and e-commerce. I keep a documented roster — company, dates, role, scope. Ask on a call and I'll walk you through it.

I've also consulted on brand and sponsorship strategy with athletes and artists, including LeBron James and Odell Beckham Jr. Different world from a plant floor — but the lesson transferred: distribution and narrative compound, and most industrial companies underinvest in both.

Same pattern, every company.

The marketing was never the real problem. The infrastructure was. RFQs landing in a shared inbox. A CRM nobody updated. A website that described the product and captured nothing. Content that got attention and produced no revenue. Four systems that didn't talk to each other, and nobody accountable for the number they were supposed to produce together.

I watched good companies spend real money on campaigns while the thing actually costing them millions was a handoff nobody owned.

So I built the firm I wanted when I was running operations. One that starts by finding where revenue actually leaks, then builds the system to close it — conversion architecture, automation, and demand generation welded into one thing and measured against revenue instead of activity.

Meyer Ventures is new. My track record isn't.

I could paper over that with a wall of agency statistics. Plenty do. I'd rather tell you exactly what I've done, label clearly which results came from an operator seat and which came from a client engagement, and let you decide whether the pattern recognition transfers to your business.

It's also why I lead with a paid diagnostic instead of a pitch deck. It's the lowest-risk way for you to find out whether I'm worth the build.

We're based in Akron, and a lot of the work is within driving distance — Ohio, Michigan, Indiana, Western Pennsylvania. That's deliberate. In this market, showing up in person still closes deals, and a remote agency three time zones away can't do it.

I'll work with the right operator anywhere. But if you're in the Midwest and you make something, we're probably the same kind of people.