I lead growth by turning marketing from a cost center into a scalable, data-driven revenue engine. As a growth marketing director, I specialize in building systems that connect paid media, analytics, and team alignment to drive measurable business outcomes.

Over the past decade, I have managed more than $100M in ad spend and led teams that have grown audiences to millions while improving efficiency and margins. My approach is simple: identify the 20% of actions that drive 80% of results, then build the frameworks and teams that deliver them at scale.

At Radiant Digital, I lead the Growth team responsible for the majority of company revenue. By uniting media, creative, and data within one system, we increased revenue by 67% and margin by 63%. I focus on connecting the right levers: people, data, and process—so growth becomes predictable, repeatable, and profitable.

As an immigrant and U.S. Army veteran, I have learned that grit, ownership, and trust are non-negotiable. Those lessons shape how I lead: with discipline, transparency, and a deep sense of responsibility for outcomes.

I believe growth is never an accident. It is the product of disciplined testing, aligned teams, and leaders who take responsibility for both results and people. 

- Legacy Over Currency.

Arthur Torres

I’ve been going to the gym consistently since 2013.

There were times I disappeared for weeks.
Not because I “lost discipline,” but because life hit hard.

When we lost our baby.
When Carol was hospitalized.
When it felt like everything around us was unstable and heavy.

Training wasn’t the priority then. Survival was.

What surprised me was how hard it was to start again.

Standing in front of the bar, knowing I used to be stronger. Knowing I used to move with confidence. Feeling like I was starting over, even though I wasn’t.

That’s when I learned something I still think about often:

Momentum compounds.
But so does stopping.

Not in a dramatic way. Quietly.
In hesitation. In self-doubt. In how hard it feels to restart something you once owned.

This isn’t just about the gym.

It’s the same thing with teams, careers, and leadership.
When momentum breaks, rebuilding it takes more effort than keeping it alive ever did.

Progress isn’t lost in big failures.
It leaks out during hard seasons when consistency disappears.

Sometimes the win isn’t pushing harder.
It’s showing up again when it would be easier to walk away.

Head of Growth | Building Scalable Revenue Systems Through Paid Media & Data

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You made it.

Not because it was easy.
Not because it went as planned.

But because you kept showing up when the work was uncomfortable, unclear, and uncelebrated.

2025 tested a lot of people in ways that won’t show up on a résumé.
Decisions that didn’t have clean answers.
Pressure without certainty.
Progress without applause.

If that sounds familiar, take a moment today and acknowledge it.

Real growth rarely feels like winning in the moment.
It feels like endurance.

Be proud of that.

Now we build from here.

I didn’t expect a Titanic exhibit to feel like a leadership case study.
But here we are.

Walking through the exhibition, one thing became clear.
The Titanic didn’t fail because of a single mistake.

There were warning signs everywhere:
	•	Ice reports coming in throughout the day
	•	A culture that rewarded speed and headlines
	•	Teams doing their jobs well, but in isolation
	•	Signals that were seen, but not acted on

Yet when everything went wrong, there was still only one role that ultimately mattered.

Captain Edward Smith was responsible for every life onboard.

Not because others didn’t fail.
But because leadership exists to own the outcome when pressure, incentives, and momentum all point in the wrong direction.

I see this same pattern with founders and growth leaders all the time:
	•	Speed quietly becomes the goal instead of signal quality
	•	Teams optimize locally while risk compounds globally
	•	No one feels empowered to challenge the trajectory

Most failures don’t come from bad people or bad data.
They come from leaders allowing momentum to replace judgment.

Leadership isn’t about slowing things down.
It’s about being accountable enough to interrupt a bad direction.

#Leadership #Founders #CutThroughTheNoise #FocusOnImpact

After years of leading growth teams, I’ve noticed a pattern.

Lead price gets treated like the win.
Teams celebrate it.
Dashboards highlight it.
Meetings revolve around it.

But CPL is just a lever. Not the outcome.

It’s something you adjust to influence what actually matters: CAC, payback, revenue per customer.

I’ve watched teams drive lead costs down and feel like they were winning, only to realize later the business was getting weaker.

And I’ve seen higher CPL unlock profitable growth because the downstream economics worked.

Cheap leads don’t scale. Healthy economics do.

CLA (CliftonLarsonAllen)

Sr. Project Manager, Digital

Kensium

► In collaboration with a team of software professionals, I led multiple Acumatica and e-commerce implementations and upgrades simultaneously for various clients, guiding them through their digital transformation and successfully delivering solutions that met their business goals.
► Built and maintained project plans, assigned teams, tracked progress and deliverables, set expectations, managed scope changes, reviewed hours, managed the budget, identified and mitigated risks, and drove the projects to completion on the expected timeline and budget.
► Led the client project kick-off presentations, explained the process, introduced teams, and managed the day-to-day client interaction, focusing on building strong client relationships.
► Conducted internal SCRUM meetings and worked with development teams to schedule Sprints, plan Demos, develop approach documentation for customizations and integrations, identify open items and blockers, and escalate where necessary to resolve issues.
► Communicated progress, timelines, milestones, scope changes, action items, next steps, and other project metrics.
► Managed client approvals, internal project documentation, and weekly reports for burndown hours, monthly revenue projections, forecasts, project health, UAT, and Go-Live dates.
► Supported the PMO department with process improvement initiatives.
► Provided structure to teams and the project, and trained teams on process updates.

Sr. Project Manager, Acumatica ERP and E-commerce implementations

Carlsbad Manufacturing Corporation 

► Managed 22+ software and e-commerce projects. Including a new platform launch on BigCommerce, including new UX/UI design and branding for two websites with multiple storefronts, a new corporate website and branding on WordPress with a Blog, and the implementation of Acumatica (ERP) with a new data structure and custom application development and integrations (A Loyalty program, Warehouse management implementation, Salesforce and Sellercloud implementation).
► Led cost/benefit analysis to determine platform decisions.
► Managed the budget of 14 Statements of Work.
► Managed complex dependencies across 5 platforms.
► Managed Support Programs for Magento 1 and 2, Acumatica, WordPress, and seasonal Marketing Campaigns.
► Produced a wide range of marketing campaign assets and corporate projects.
► Developed processes and streamlined team/company workflows.

Project Manager

Western Governors University

► Collaborated with the college, marketing, and creative director to plan and implement seasonal marketing campaigns, educational videos, and corporate marketing collateral.
► Managed the production of training and marketing videos, digital ads, social media, email campaigns, and event graphics.
► Coached a team of PMs, assigned projects, trained on our PM platforms and processes, and conducted performance reviews.
► Built workflows, prioritized workloads for the creative team, set stakeholder expectations, and managed risks and timelines.

Sr Creative Project Manager, Marketing

Tailored Brands, Inc.

► Managed a high volume of marketing projects and seasonal campaigns using Workfront’s PM platform to build schedules, assign teams, track and report on progress, manage risks, and timelines.
► Collaborated with cross-functional teams on creative execution, photography, prepress schedules, and approvals.

Creative Project Manager, Marketing

Rodan + Fields

Event Project Manager (project contract)
► Managed the production of print and digital graphics for a large annual sales conference for over 12,000 attendees at the MGM in Las Vegas.

Orchard Supply / Lowe's

► Led the PM team and trained the team on print procurement and project management.
► Collaborated with the Visual Merchandising and Marketing Strategy teams to produce In-store and marketing assets for a high volume of new store openings.
► Produced product package for in-store and online sales.
► Produced the Holiday and Spring product catalogs for direct mail and in-store distribution.
► Managed the annual budget and contract negotiations for paper and printing for the catalog and a weekly ad circular.
► Built a library of workflows for every omnichannel marketing vehicle deployed.
► Designed and developed automated tracking reports for efficient marketing operations and project oversight.

Director of Project Management, Marketing

SEPHORA

► Managed the planning and implement an Adobe CQ5 DAM system.
► Sourced suppliers, prepared RFQs, cost comparisons and print estimates.
► Produced printed retail marketing programs: Scented direct mail pieces, Catalogs, In-store gift box/Shopping bags and Loyalty reward card packaging.
► Managed a team of five (Digital Production artists, Print Production and Project managers).

Group Manager, Print Production

LeapFrog

► Managed the complete project lifecycle for a high volume of children's electronic toy packaging and marketing material, collaborating with a diverse and global team.
► Partnered with the Hong Kong team and overseas print vendors on print quality management.
► Led a team of highly engaged and productive project managers.
► Managed the annual packaging budget for creative service department.
► Managed the implementation of customized PM software to automate marketing workflows.
► Traveled overseas to China and India for global vendor sourcing initiatives.

Senior Packaging Project Manager

RR Donnelley

Contract Project Management, Sales support

Dedicated project management professional with experience in corporate marketing, software development, ERP (Acumatica) implementations, E-commerce implementations, and website development.

Confident in building trusting relationships and leading clients and teams through complex projects.

Committed to lifelong learning and contributing to team success with strong interpersonal skills and project oversight.


SKILLS & EXPERIENCE:
Enterprise Resource Planning (ERP) implementations (Acumatica), e-commerce (Adobe Commerce, BigCommerce, Shopify), Software development, Websites, Mobile, SEO, UX/UI, Social media, Email campaigns, Digital and Print advertising, Broadcast production, Product packaging, Catalogs, Direct Mail, Outdoor, Transit, In-Store POS/Signage, Events.

► Project Management
Agile, Scrum, Software Development Lifecycle (SDLC), Project Planning, Development of Marketing Creative Briefs, Resource Management, Team Leadership, Risk Mitigation, Stakeholder, Client and Vendor Management, Sourcing Suppliers, Process Improvement, Effective Communication, Budget Management, Forecasts, Projections, Managing complex projects, Conducting Request for Proposals, Estimating, Purchasing, Negotiating and Cost analysis. 

► PM platforms and software:
JIRA, Jira Advanced Roadmap, Clarizen, Workfront, Smartsheet, Asana, Excel, Microsoft Project, MS Office applications, Teams, Slack.

► Print Production / Procurement: 
Pre-media / Pre-press, Color management, Evaluating art for reproduction, Image retouching, File preparation, Printing Offset sheet and web, Letterpress, Flexography, Silkscreen, Bindery, Press Checks, Digital Print, Large Format, Paper Industry, Large supplier network, Contract negotiations, Fulfillment, Distribution, Direct Mail, Budget Management (Forecasts, Projections, Estimating RFQ, RFP, SOW, Cost analysis)

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Arthur Torres

Debbie Hiers Manning, MBA

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