Portfolio / Selected work

What the work looked like.

Three projects from my work in hospitality and fashion. Each one shows what I walked into, the decisions I made, and what I learned along the way.

Marketing Transformation Building HR from Scratch Design Operations

01 / Hotel Parque das Fontes · Ceará, Brazil

Marketing Transformation

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Aerial view of Hotel Parque das Fontes, its pools, and the coast

Context: I began working in marketing at Hotel Parque das Fontes, my family’s hotel in Ceará, in 2018 while continuing my independent fashion design consulting. The property had 463 accommodations and welcomed more than 100,000 guests a year.
The Challenge: In March 2020, the pandemic forced the hotel to close for the first time in 31 years. We stayed closed until August. We needed to stay connected with families while they were at home and give them a reason to return when they could travel again.
My Role: I became Marketing Director & Growth Strategist in March 2020. I set the marketing strategy around our sales goals and managed the budget, campaigns, promotions, and partnerships.
What I Did: I studied how guests experienced the hotel and what they remembered about their stays. We used what we learned to shape our social content, develop an in-house creator who could share the hotel from the inside, and build partnerships with outside influencers. As reopening approached, we used paid advertising to reach prospective guests and our CRM to send offers to families who had stayed with us before.
The Approach: While the hotel was closed, we focused on staying in touch with guests. As reopening drew closer, we built on that connection with campaigns and offers that gave families a reason to book.
Results and Learnings: By the time we reopened, we had tested new ways to reach guests and prepared campaigns for their return. I learned how much of a reopening campaign can happen months before the doors open.

The closure marked a turning point in how we approached marketing.

02 / Coliseum Beach Resort · Brazil

Building HR from Scratch

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Oceanfront pool and brick arches at Coliseum Beach Resort

Context: After we reached our marketing and sales goals, an outside consultant helped us identify people management as the next bottleneck at Coliseum Beach Resort.
The Challenge: The resort had around 100 employees and no formal HR department. We needed to establish how we hired, onboarded, trained, and developed people while the hotel continued to operate.
My Role: In 2023, I volunteered to train someone to take over marketing and became Director of People Operations & Strategy. I built and launched the resort’s HR function, drawing on guidance from an HR specialist as I designed and implemented it.
What I Did: I built the hiring and onboarding processes, defined roles and responsibilities, documented standard operating procedures, and created employee training and development programs. We also developed role profiles and introduced personality assessments during recruitment to help evaluate candidates against what each job required.
The Approach: I sat down with employees in each role and asked them to walk me through a typical day. I asked how they felt about working at the resort and where they struggled to meet expectations. Those conversations showed me the gaps between what each role called for and what people could deliver with the training, tools, and information they had. I used those insights to clarify job descriptions, write procedures that reflected the work, and build training around the steps and skills employees needed most.
Results and Learnings: Hiring managers could assess candidates against defined roles. New hires could see what they were responsible for and learn how to do the work. Managers had a clearer way to identify when someone needed training or when a process or handoff needed to change. Those gaps were easier to address when employees had a say in how the work was defined.

The resort gained an HR function that connected hiring, onboarding, and employee development.

03 / Independent consulting

Taking Over Design Operations for Two Fashion Brands

Hands pinning a blue garment on a dress form in a fashion workroom

Context: I took over design operations for two fashion brands serving different market segments after a business partnership dissolved. Collections were already in development, with a monthly cycle of 40 designs, or 480 a year.
The Challenge: The departing partner had handled the work I was taking over. Without a formal handover, I had to learn where each collection stood and establish a new way of working while production kept moving.
My Role: I led design, production coordination, and marketing strategy for both brands. My responsibilities included concept briefs, design direction, sourcing and purchasing materials, fittings, and guiding the designers.
What I Did: I met with the production lead to see what was already underway and where deadlines were at risk. I spoke with the owner about the business challenges and with the head of sales about sales goals and what the team was struggling to sell. Those conversations helped me set creative and marketing priorities for each brand.
The Approach: I built a repeatable monthly cycle for design, fittings, revisions, and production. I worked backward from production deadlines to establish when the design team needed decisions and materials, and used what I’d learned from sales to guide each brand’s briefs.
Results and Learnings: Within about two months, the new process was in place. Production was running on schedule and designs were being executed according to plan.

At 40 designs a month, the test was whether the team could repeat the cycle while the next collection was already taking shape.

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