Five years ago, if you brought me a project, I would have gotten it done. Even if the brief was messy, the direction was unclear, or the timeline was unrealistic, I’d figure it out. That’s what I was known for, and for a long time, that worked. However, getting it done and getting it right are not the same thing.

Because being the person who can always “make it work” often means you’re the one compensating for what isn’t working, whether it’s unclear thinking, safe ideas, or a strategy that hasn’t quite been pushed far enough. So, I started intentionally changing how I show up.

I ask different questions

Before I write a single line, I want to deeply understand what we’re actually trying to solve. What needs to shift? What does success look like beyond “we got it done”? What’s the insight that makes this worth making?

Five years ago, I would have taken the brief and gotten to work. Now, I pause long enough to make sure we’re solving the right problem because when the thinking is clear upfront, everything that follows moves faster and lands stronger.

I say no more often

I don’t do this loudly or dramatically, but I’m pretty clear about it. I will always say no to work that wants polish without substance—these are usually projects that are already over-engineered before the thinking is right. Another thing I say no to is when I’m being brought in too late to actually make an impact.

Saying yes to everything is how you stay busy, but saying no is how the work that does move forward has a real chance of working.

I care about different things

I care less about being the smartest person in the room and more about making the room better. Earlier in my career, I wanted to prove I could see what others didn’t and that I could crack the brief faster, write sharper, and think bigger than everyone else. Now, I’m more interested in what happens when everyone gets clearer.

The best work doesn’t come from one person having the answer. It comes from asking better questions, reframing the problem, and creating space for something stronger to emerge. Sometimes my role is to write, while other times it’s to guide. Sometimes it’s just to say, “I think we’re solving the wrong thing.”

I build differently

Agency life trains you to move fast, respond, and then deliver. That still matters. But now, I also build for sustainability. That shows up as work that holds up after the meeting, messaging that stretches across channels, and ideas that don’t need to be constantly reworked or re-explained. Good work shouldn’t just land. It should last and require less fixing along the way.

I work more directly

Five years ago, I was part of a system that was complete with layers of approvals, handoffs, and internal alignment. Now, I work closer to the source:

With teams who need clarity, not just copy.
With leaders who want a thought partner, not just execution.
With projects where the thinking matters as much as the output.

It’s more focused, collaborative, and, ultimately, more effective. I didn’t stop being a copywriter—I just expanded what that means. I still write the line, but I also help shape the thinking that makes the line matter. Once you start working that way, it’s hard to go back.