As the Director of Creative and Marketing Services at WIU, a key aspect of my role involved orchestrating the conceptualization, design, and management of all advertising creative assets on a monthly basis. Collaborating closely with the account manager and cross-functional team members, I engaged in a multifaceted approach to drive campaign success. This included in-depth analytics analysis, meticulous media plan optimization, rigorous A/B testing of ads and messaging, the creation of tailored digital experiences for diverse audience segments, and the formulation of judicious, data-driven decisions.

The digital strategy and media plan were intricately aligned with the Admissions enrollment funnel, catering precisely to the stage at which students found themselves in their journey of acquainting themselves with the University or submitting their application.

Central to the approach is the overarching objective of recruitment. Consequently, all of the digital marketing tactics, ranging from PPC, social media, OTT, Google, search engine optimization, retargeting, IP targeting, to mobile location targeting, were meticulously orchestrated to guide and accompany prospective students through each step of their journey within the funnel.

It is not uncommon to find me deeply engrossed in the realm of market research and data analysis, diligently monitoring metrics and trends to ensure that campaigns maintain a competitive edge in the dynamic marketplace.

When comparing fiscal year 2021 to 2022, I'm elated to report remarkable year-over-year improvements attributable to strategic initiatives. Leveraging techniques such as IP targeting, mobile location targeting, re-targeting, and PPC campaigns, campaigns achieved outstanding results. Notably, undergraduate campaigns witnessed a staggering 30% surge in conversions, encompassing applications submitted, leads collected, and more. Equally noteworthy is the cost-effective Cost per Acquisition (CPA), which consistently outperformed industry benchmarks, underscoring the efficacy of the strategies.

Digital advertising has emerged as an exceptionally tool for precisely targeting prospective college students during their pursuit of higher education options. In accordance with data from RNL, I observed a significant uptick in clicks on paid advertising in 2021 compared to 2019, particularly among high school seniors, juniors, and sophomores.

Over the last several years of my tenure, I advocated for securing additional marketing budgetary allocations and resources. The strategic investment empowered WIU to expand its marketing endeavors and fortify a digital marketing strategy with a heightened focus on hyper-targeting. Hyper-targeting equipped WIU with the capability to engage distinct audience segments and convey highly personalized messages across a spectrum of channels.

In the context of higher education and, more specifically, at WIU, the landscape of student outreach has evolved. Traditional methods, such as procuring ACT and SAT names, have been challenged by the increasing optionality of standardized tests. Consequently, it has become imperative for teams to adapt and explore innovative avenues for discovering and engaging with prospective college students.

As part of my role at WIU, I was dedicated to enhancing the efficiency and productivity of the creative and marketing teams. I achieved this by instituting robust systems and processes, which include the establishment of digital content libraries, collaborative shared drive spaces, and the implementation of project management software. These tools serve as the cornerstone of improved communication and streamlined workflows.

While working at Urban Teachers, I collaborated with personnel to craft comprehensive social media calendars, monitored progress, and spearheaded content creation initiatives. This multifaceted approach ensured that creative and marketing endeavors remained aligned and well-coordinated.