In-House Marketing Across Performance, Web & Systems
Willamette Dental Group · Digital Marketing Analyst · In-house · Portland, Oregon
The job wasn’t one channel. It was making the marketing system work better as a whole.
At Willamette Dental Group, I worked across performance analysis, paid and organic acquisition, reporting, vendors and major digital projects. My role connected what the channels were doing with the decisions leadership needed to make, and with the systems marketing depended on underneath.
- 01Performance & investment
- 02Organic growth & paid efficiency
- 03From performance data to leadership decisions
- 04The systems underneath the work
Performance & investment
Use channel performance to make smarter marketing investment decisions.
The horizontal line is each measure’s own starting point, indexed to 100.
What changed
Marketing ROI improved 30% while marketing spend fell 15%.
How
Cross-channel performance analysis and budget optimization.
My role
I looked across channel performance and helped translate that information into better investment decisions.
Organic growth & paid efficiency
Different channels needed different kinds of optimization.
Reach widened
SEO and content strategy initiatives. I contributed to this increase.
Each click cost less
Keyword analysis, targeting adjustments and ongoing campaign optimization.
Organic
I contributed to a 40% increase in organic website traffic through SEO and content strategy initiatives.
Paid
I reduced paid campaign cost-per-click by 25% through keyword analysis, targeting adjustments and ongoing campaign optimization.
Why they’re separate
Organic work widens how many people find the site. Paid work changes what each click costs. Different goals call for different levers.
From performance data to leadership decisions
Reporting wasn’t the endpoint. The decision was.
Channel signals
- Paid search
- Organic search
- Website performance
- Other marketing activity
Performance analysis
- What changed?
- Where is efficiency improving?
- Where is performance weakening?
Leadership reporting
Channel performance, translated into something decision-makers can use.
Investment decision
Where should attention and resources go next?
What I built
Marketing performance reports used by leadership to evaluate channel effectiveness and guide marketing investment decisions.
Why it mattered
A report earns its place when it changes where attention and budget go next.
The marketing stack was changing underneath the work
Performance work doesn’t happen in isolation from the systems underneath it.
Marketing
Vendors relationships I managed
Internal stakeholders
What I managed
Vendor relationships.
What I supported
An ATS migration from iCIMS to Greenhouse, and a full website rebrand with improved tracking infrastructure.
Why it mattered
The website is where paid and organic traffic lands, and tracking is what performance reporting is built on. When those systems change, the work built on them has to change too.
What this work demonstrates
- Performance analysis
- Reading channel results in business context.
- Marketing efficiency
- Improving outcomes while controlling spend.
- Paid + organic
- Working across different acquisition models.
- Executive communication
- Turning marketing performance into decision-ready reporting.
- Digital infrastructure
- Supporting website, tracking and ATS transitions.
- Cross-functional execution
- Working with vendors and internal stakeholders rather than operating in a silo.
The common thread was connecting marketing activity, performance data, and the systems behind them to better decisions.
The resume covers the roles, scope and tools behind this work.