While at Kaiser Permanente, John led efforts he describes as some of the most important work of his career. For both Kaiser and the United States, the Affordable Care Act legislation would be historic. A major challenge for Kaiser was health care comprehension and a committee was developed to create a new communications paradigm. John was appointed Co-Chair of the initiative aptly named “Clear & Simple Communications” and oversaw adoption efforts to all of Kaiser’s 200,000 employees. The results were overwhelmingly successful culminating in three straight years of unprecedented growth for Kaiser Permanente whose membership exceeded 10 million by 2015.

During his early years at Kaiser Permanente, John encountered an uneven working relationship between the Marketing and Creative departments. “It is not uncommon to encounter difficulties in a high volume, fast paced world” recalls John. “Things can become strained for a variety of reasons."  Employing a nationally standardized survey, John collected Kaiser data and reviewed it against other in-house creative departments in an apples-to-apples comparison. The results were startling. His team was rated below the national average by their marketing peers. “This was a wake-up call for me and my managers” remarked John. After twelve months of collective team effort, the same PartnerPulse survey was retaken with scores improving in each of the 12 measured categories.

John has a history of team-building and integrating both internal and external resources. This was true with Kaiser Permanente's Agencies of Record (AOR) Campbell Ewald for national advertising (based in Los Angeles) and LoweProfero for digital (based in New York). John collaborative approach deepened integration to both of these agencies in addition to the 23 other creative agencies under contract. Concurrent to this effort were integration efforts with regional Kaiser creative teams in Oregon, Colorado, Georgia, Mid-Atlantic and Hawaii. “Differing interpretations of the brand standards led to inconsistent results” says John and after considerable effort that included a newly instituted Creative Summit, brand consistency improved across all resources. 

Preferred Hotel Group was a luxury hospitality brand with several distinctive and stand alone sub-brands. Additionally, there were multiple programs such as golf, loyalty and pride each with their own priorities. Executive, Corporate and regional offices - 32 in all - in addition to several local agencies were producing inconsistent results leading to brand fragmentation. John created and managed brand standards between all parties to curate information, share best practices and stabilize creative execution. 

Kaiser Permanente - John championed a brand standards update to adjust to Affordable Care Act legislation. “The marketing focus shifted from B2B to B2C where consumer experiences were now the key”, says John. “We revised the standards to follow the consumer purchase journey mindful to balance the rigors of consistency with much needed flexibility".

Ingram Micro - John led a cross-functional team in rebranding efforts that included updates to logo, tagline, templates, color palette and brand standards in addition to (internal and external) launch events and communications materials. 

In 2005, John was invited by Fullerton College to advise the faculty on curriculum issues from the perspective of a creative professional. The goal of the advisory board was to assist the faculty evolve their course work to better serve the needs of its students. Over the next eleven years (and counting), John's involvement with the institution has grown. “John is a great supporter of Fullerton College and is a real inspiration to the students” says Stephen Klippenstein, Professor of Graphic Arts. Adds John, "I remember how hard it was to get a creative career started and it has only gotten harder!” John's involvement with the college continues as lecturer and advisor.