Andrea
Solórzano

Ideas get stronger when you understand the people behind them.

I'm a May 2026 University of Florida graduate with a BS in Business Administration, Marketing. I've built audience strategy at Zimmerman Advertising, co-led a 50+ person student-run marketing firm, and rebuilt how UF Warrington plans, reviews, and measures its social media.

See my work Resume (PDF)

Looking for a full-time role in marketing strategy, brand, consumer insights, digital, or client service. Based in Naples, FL and open to relocating.

Andrea Solórzano in her UF graduation stole
University of Florida, Class of 2026.

Selected work

Six bodies of work, each showing a different side of how I work. Each case marks what I made myself and what I did with a team.

Created: I made it Co-created: made with a team Directed: others made it under my review Led: I owned the client, team, or workflow
Agency internshipSummer 2025

Zimmerman Advertising

Diamonds Direct and Horatio Alger Association

Building audiences in Omni, finding where geographic opportunity differed, and turning research into a national retail strategy. Plus a scholarship campaign that won the intern competition.

My part
Audience builds, allocation criteria, and model (created); strategy (co-created); Horatio Alger deck (created)
Relevant to
Strategy, consumer insights, media, account
Read the case
The Diamonds Direct intern team with Zimmerman mentors
In-house socialJan 2026–present

UF Warrington

Social Management & Strategy Student Assistant

Built the system behind the content: workflows, reporting, and a creative guide for the student team. In the two summer months I approved every post, Instagram engagement more than tripled year over year.

My part
Systems, guide, and report (created); feed evolution (directed)
Relevant to
Social and content, creative direction, analytics
Read the case
Month-by-month engagement chart from the Warrington social performance dashboard
Student-run marketing firmApr 2023–Apr 2026

SPARKS

Co-Executive Director, UF AMA's marketing firm

Led a 50+ consultant firm through 11 client engagements in 2025–26, including its largest semester, and rebuilt the training, scoping, and feedback systems to keep quality up as it grew.

My part
Client acquisition, scoping, staffing, quality (led); tier structure and client agreements (created)
Relevant to
Account and client service, team leadership, operations
Read the case
Andrea and her co-executive director with SPARKS members at the AMA banquet
Capstone marketing planSpring 2026

Sweetgreen

A market-entry plan for Gainesville

A full marketing plan built on a 156-person survey and a review sentiment analysis. It found the brand's real problem was value perception, not the product, and built the positioning and pricing around fixing it.

My part
Survey, sentiment analysis, and SWOT (created); final editor of the full plan
Relevant to
Marketing strategy, consumer insights, brand, go-to-market
Read the case
Word cloud of how 156 survey respondents described the Sweetgreen brand, led by healthy and clean
Class competition, winnerFall 2025

Cordelia Biosciences

Digital strategy for a marine biotech startup

Making an unfamiliar science understandable to B2B buyers and new audiences. The founders chose our strategy out of every team's pitch.

My part
Deck design and storytelling (led); the Strategy section (created)
Relevant to
Digital strategy, content, B2B and complex categories
Read the case
Andrea's team with Cordelia Biosciences' founders after the winning pitch
People leadershipSeasonal

Camp La Llanada

Camper to Camp Coordinator

Years of progression, ending in daily operations for 60+ campers and 10+ staff, all in Spanish. Where I learned to lead people in real time.

Read the case
Andrea with campers at Camp La Llanada

About me

I'm most interested in the part of marketing that happens before the deliverable: understanding the people behind the problem and figuring out what will actually matter to them.

That curiosity has shaped my work across agency strategy, client consulting, social media, and digital marketing.

  • Venezuelan-American
  • English + Spanish
  • Competitive
  • Detail obsessed
  • Curious
Certifications
Google Ads Search (2026), Hootsuite, Microsoft Office Suite
Tools
Sprout Social, Omni, Excel, Airtable, Canva
Interests
Music and singing, film, travel, reading, sports, graphic design, technology
Andrea with her family on the UF campus
With my family at UF, Class of 2026.

How I approach a marketing problem

Four habits, each linked to the work where you can see it.

  1. 01

    Audience first.

    I want to understand who we're speaking to, what matters to them, and what might be in the way.

    See it: building audiences in Omni
  2. 02

    Find the tension.

    The best strategy usually comes from the problem beneath the obvious one.

    See it: the barrier behind Horatio Alger's applications
  3. 03

    Make it clear.

    Whether it's a recommendation, a campaign, or a social post, the idea should be easy to understand and act on.

    See it: explaining Blue Chemistry
  4. 04

    Pay attention to the details.

    The things people don't consciously notice still decide whether work feels finished.

    See it: the Warrington Creative Guide

All work

Zimmerman Advertising

Retail Account Services Intern

Summer 2025, 10 weeks, Fort Lauderdale. One of a 33-person intern class with rotations across strategy, research, creative, media, and production.

I worked on two cross-functional client projects that pushed me into different parts of the agency process, from research and insight development to media planning, creative thinking, and presenting recommendations.

  • Strategy
  • Audience insight
  • Media planning
  • Campaign
  • Client work
Diamonds DirectNational retail strategy Horatio Alger AssociationScholarship campaign, competition winner
Project one

Diamonds Direct

Client National bridal jewelry retailerTeam Five internsScope Audience, strategy, media, creative, experiential

The challenge

Drive store traffic and bridal sales across a multi-location footprint, and connect with couples who are about to get engaged.

Who we were talking to

Soon-to-be-engaged couples, roughly 25–34. Two mindsets, one shared feeling.

Modern Savvy

Tradition, on their own terms
  • Open to lab-grown diamonds for value and ethics
  • Value transparency and emotional connection
Two mindsets

Traditional Romantic

Classic expectations
  • Prefer natural diamonds for symbolism and timelessness
  • Value legacy, exclusivity, and service
Both feel pressure to get it right.
Financial pressure
81%

of 18–39-year-olds say inflation affected their spending in the past year.

YPulse Finance/Spending Monitor, 2024
Social pressure
70%

of couples feel pressure to have a memorable proposal because of social media.

The Knot 2025 Real Weddings Study
Emotional pressure
61%

of young adults say couples should shop for rings together.

YPulse Weddings Report, 2024

How I approached it

  1. 1

    Build the audience, don't just describe it.

    We weren't handed a finished strategy, so I researched the brand, category, and competitors from scratch. In Omni, I used Boolean logic and filters to build and pressure-test audience groups by life stage, location, ring-shopping signals, competitor visitation, and interests, then compared what each group had in common.

    The audience indexed strongly as experience seekers. That became the foundation for everything after.

  2. 2

    Find where the opportunity was.

    Not every store market had the same potential, so treating them equally would have wasted money. I chose the criteria and weights for allocating media investment by market opportunity and the client's needs, then built the Excel model that allocated it across the store footprint.

    1. PullMarket data from hyperlocal sources and the US Census
    2. ScoreEach location against the weighting criteria
    3. AllocateA base budget by store, using the weighted score
    4. AdjustDense markets for cost-efficiency
    5. DistributeWhat's left, strategically across stores
    Budgets and store-level allocations are confidential and not shown.
  3. 3

    Balance what couples want with what fits the brand.

    An insight only helps if the brand can credibly own it. Mapping the competitive landscape showed a gap: nobody combined a wholesaler's selection and price with the personal service of a local jeweler. Diamonds Direct could.

    Luxury houses
    Modern DTC
    Mass market
    Local jewelers
  4. 4

    Turn the research into something the client can use.

    Couples dealing with financial, social, and emotional pressure want reassurance that a big purchase is worth it, and a great experience provides that. We built the campaign, media, and experiential ideas from there, with storytelling tailored to each mindset. I helped shape the final presentation story and voiced the commercial we presented.

    Pressure→Experience seekers→Experience = Reassurance
    Engagement Party
    A recurring celebration for newly engaged customers, hosted with local wedding vendors
    Beyond the Ring
    A loyalty program that keeps the relationship going after the proposal
The strategic idea
Experience = Reassurance.

Campaign platform: The Experience Love Deserves. Authentic emotional storytelling and nostalgia, told differently for Modern Savvy and Traditional Romantic couples.

Instagram post creative for Diamonds Direct
Instagram posts
Billboard creative for Diamonds Direct
Billboard
Tailored storytelling slide showing creative for each mindset
Tailored storytelling for each mindset

Creative developed by the team. The TV spot isn't shown because it can't be shared publicly.

My part

Created
Audience builds in Omni. The allocation criteria and their weights, and the Excel model that applied them across store markets. The voiceover for the commercial.
Co-created
Brand, category, and competitive research. Campaign strategy, media and experiential recommendations. The final presentation story.
View the presentation (PDF) Redacted version only.
Final presentation to Diamonds Direct
Final presentation to Diamonds Direct.
The intern team staging a proposal photoshoot
Our team photoshoot.
What I took from it
Good strategy isn't just finding an interesting audience insight. It's deciding which signals matter, connecting them back to the client's business, and building a recommendation that can actually be used.
Project two

Horatio Alger Association

Format Two-week intern competitionMy seat Account ServicesResult Our team won

The challenge

Get more eligible students from overlooked regions to apply.

The brief also asked us to engage the educators and counselors who influence those students and to raise the association's visibility with donors, while making the opportunity feel personally relevant.

The barrier behind it

Students who most need the scholarship rely on counselors to hear about it, and counselors are stretched thin. They didn't need more awareness. They needed simple, ready-to-share tools.

The American Dream is at the heart of the Horatio Alger Association's mission: its scholarships back students who have overcome adversity. But many students doubted that dream was meant for them. Only 39% of low-income Americans believe the American Dream is still possible (Pew Research).

Student
Resilient but unsure

Needs proof that someone like them belongs in spaces of opportunity.

Counselor
Caring, stretched thin

Needs simple, trusted materials that reach students quickly.

Donor
Believes in hard work

Needs confidence their gift reaches deserving students.

Core insight

The American Dream isn't about fitting an ideal. It's about having the chance to pursue what matters to you, and students need someone to remind them.

Campaign
For Whatever You Dream.

How the strategy worked

Real student stories. Lead with HAA scholars' experiences instead of abstract messaging, and break down the myth of the "perfect applicant."

Equip the circle of support. Give counselors, teachers, and mentors easy, ready-to-share materials so their influence does the work.

Regional relevance. Creative tailored to overlooked regions, with a tone that's direct and hopeful, never institutional.

The deck I built

I built the final presentation in full and structured it so the judges could follow the thinking step by step.

ChallengeWhat the brief really asked
ResearchWhere students and counselors are
InsightThe human truth
StrategyThree moves
Creative + mediaRegional executions
Core insight slide from the Horatio Alger pitch
Core insight
Regional Meta ad creative for New England
Regional Meta creative: New England
Counselor pamphlet design
Counselor pamphlet

My part

Five-person team. We won the competition.

Created
The final presentation deck, in full: design and structure from challenge to research, insight, strategy, and creative and media.
Co-created
The core insight, the campaign narrative, and the visual direction.
Lighter role
Detailed media planning, which teammates led.
View the presentation (PDF)
The Horatio Alger team with the competition judges
Our team with the competition judges.
The Horatio Alger team with two campaign posters
With two of our campaign posters.
What I took from it
A strong presentation is part of the strategy. If the story isn't clear, the thinking behind it gets lost.

All work

Building the system behind the content.

UF Warrington College of Business, Social Management & Strategy Student Assistant

Since January 2026, Instagram and LinkedIn

I work across the full social process, from planning and content development to creative review, publishing, and reporting, while building systems to make the work more consistent and strategic.

  • Creative direction
  • Content strategy
  • Content operations
  • Analytics
  • Community management
+57%
Instagram engagement
+49%
Median reach per feed post
1st
In Instagram follower growth among 15 peer business schools

Team results, Nov 2025–Sep 2026 vs. the same period a year earlier. I joined in January.

Created

A process people could actually follow.

I built a shared file system, content calendar, task tracker, and review workflows to create clearer ownership, improve visibility across deadlines and approvals, and make the social process easier to manage at scale.

Five pillars, tracked in Sprout Social.

My manager and I developed the content pillars. I formalized them into a working framework: each one has a purpose, a lead platform, an audience, and the content types that belong in it. Then I made tagging each post with its pillar in Sprout Social part of the workflow, so we could report and measure by pillar.

That tagging is what let the report show Faculty & Research falling 20% per post on Instagram while rising 76% on LinkedIn. The team still plans content with it.

Student Experience & POV

Reduce uncertainty and humanize Warrington through student voices, not institutional narration.

Lead platform
Instagram, then LinkedIn
Audience
Prospective and current students
Alumni Outcomes & ROI

Make the career payoff of Warrington visible and believable.

Lead platform
LinkedIn, then Instagram
Audience
Graduate prospects and employers
Faculty & Research

Build credibility and academic prestige without sounding abstract.

Lead platform
LinkedIn, then Instagram
Audience
Industry professionals, peers, media, alumni
Community, Campus Life & Events

Reinforce belonging and visibility.

Lead platform
Instagram, then LinkedIn
Audience
Current and prospective students
College Initiatives & Amplification

Amplify key initiatives, programs, and leadership priorities. Reactive by nature.

Lead platform
Depends on the initiative
Audience
Depends on the initiative
Content calendar for September 2026, organized by platform with weekly pillar targets
Content calendar: LinkedIn and Instagram by day, with weekly targets for each content pillar.
Task tracker with status, posting date, platform, pillar, and origin columns
Task tracker: each post's status, date, platform, pillar, and origin. Names, content, links, and notes blurred.
Shared OneDrive folder structure for the Warrington social team
Shared file system for strategy, content, best practices, and brand assets.
Directed

Bringing more life and personality into the feed.

The goal wasn't to make every post look the same. It was to make the account feel more intentional, current, and human through stronger visual hierarchy, more student and campus imagery, and a wider mix of formats. I helped lead the shift through standards, review, and creative direction. The posts were made by the team.

Before
Warrington Instagram grid before
After
Warrington Instagram grid after
More peopleStudents and campus over static headshots
More colorBrighter, warmer, more varied
More movementReels and video in the mix
More formatsCarousels, POV, data, research
Created

Templates that stuck.

Two designs I made that became formats the team keeps using.

FPD Student Internships 2026–2027 Instagram post showing student headshots and employer logos
32,489accounts reached
1,626engagements
295shares

I built the template around student faces and employer logos so the opportunities felt tangible. Instagram, April 2026.

Gary McGill named Warrington Interim Dean announcement graphic
54,499LinkedIn impressions
1,041engagements

My image template for the interim dean announcement became Warrington's recurring format for leadership news. LinkedIn, July 2026.

Results are for each post. The design and template were mine; distribution and timing were the team's.

Created

Raising the creative standard.

I kept seeing the same issues come up in final reviews, so I turned those patterns into a reusable guide for the student creative team. The point was to design for the brand, not for personal style.

  • Visual hierarchy
  • Spacing
  • Alignment and grids
  • Contrast and readability
  • Typography
  • Platform design
  • Review checklist
First page of the Creative Guide for Warrington SMT
Design review checklist page from the Creative Guide
On social, people scan. They don't read.

Before designing, the guide asks three questions:

  1. 01What should the audience notice first?
  2. 02What should they understand?
  3. 03What should they do or remember?

"The difference between a good design and a great one is often attention to details most people never consciously notice, but everyone feels."

Different content, different jobs.

From career data and faculty research to campus stories and trend-led visuals.

Majors Ranked by median earnings carousel, slide 1 of 5
Majors Ranked by median earnings carousel, slide 2 of 5
Majors Ranked by median earnings carousel, slide 3 of 5
Majors Ranked by median earnings carousel, slide 4 of 5
Majors Ranked by median earnings carousel, slide 5 of 5
Data storytelling
Majors ranked by median earnings at 1, 5, and 10 years, one clear takeaway per slide
Co-created: my design, a teammate's structure
5 Things You Probably Didn't Know About Warrington carousel, slide 1 of 6
5 Things You Probably Didn't Know About Warrington carousel, slide 2 of 6
5 Things You Probably Didn't Know About Warrington carousel, slide 3 of 6
5 Things You Probably Didn't Know About Warrington carousel, slide 4 of 6
5 Things You Probably Didn't Know About Warrington carousel, slide 5 of 6
5 Things You Probably Didn't Know About Warrington carousel, slide 6 of 6
Institutional storytelling
College facts written for students, in a scrapbook style instead of a press release
Co-created: my design, a teammate's structure
Faculty research carousel on perfectionism at work, slide 1 of 7
Faculty research carousel on perfectionism at work, slide 2 of 7
Faculty research carousel on perfectionism at work, slide 3 of 7
Faculty research carousel on perfectionism at work, slide 4 of 7
Faculty research carousel on perfectionism at work, slide 5 of 7
Faculty research carousel on perfectionism at work, slide 6 of 7
Faculty research carousel on perfectionism at work, slide 7 of 7
Research translation
A management study turned into a takeaway people can use: shared standards, not higher ones
Created
Warrington Study Abroad 2026 World Cup sticker carousel, slide 1 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 2 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 3 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 4 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 5 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 6 of 7
Warrington Study Abroad 2026 World Cup sticker carousel, slide 7 of 7
Trend-led
Study abroad photos as World Cup stickers, timed to the 2026 tournament. 38.7K views
Created

Swipe or use the arrows to page through each carousel.

Full-Time MBA degree promotion carousel, slide 1 of 6
Full-Time MBA degree promotion carousel, slide 2 of 6
Full-Time MBA degree promotion carousel, slide 3 of 6
Full-Time MBA degree promotion carousel, slide 4 of 6
Full-Time MBA degree promotion carousel, slide 5 of 6
Full-Time MBA degree promotion carousel, slide 6 of 6
Created

Owning the degree promotion template.

I was given the strategy and execution of the templates for Warrington's boosted posts promoting its degrees. The Full-Time MBA carousel is the first, designed and ready to run.

My manager's feedback pushed me to make program fit and outcomes clearer, so I built it around the questions a prospective student actually asks, in order:

  1. Is it worth it?Salary, signing bonus, offers, ROI
  2. Where does it lead?Career paths and employers
  3. Which format fits me?Three formats, each with a "Best for" label
  4. Can I make it mine?Concentrations and electives
  5. What's it like?Experiences beyond the classroom
  6. What do I do next?Eligibility and four ways to connect

Not yet published.

Created

What the data showed.

I built Warrington's first major social performance report, comparing Nov 2025–May 2026 with the year before. Three findings changed how we planned.

  1. 01

    Less content didn't mean weaker performance.

    We posted 17% less on Instagram and 34% less on LinkedIn, yet engagement per impression rose 91% and 47%. Total engagements rose too, so it wasn't just a smaller denominator. Reel volume grew 350% and video views 890%.

  2. 02

    Career outcomes beat rankings.

    We expected rankings posts to lead on Instagram. Salaries, placements, and internships did better. A ranking asks people to take our word for it; an outcome is proof they can relate to.

  3. 03

    Success looked different by platform.

    Faculty research fell 20% per post on Instagram but rose 76% on LinkedIn, where it earned clicks instead of reactions. So I recommended grading each content pillar against what it's for.

Where I held backStudent-made content looked promising, but paid media activity wasn't fully visible to me, so I flagged it as a lead to test rather than claiming it caused the lift.
Summary page of the Warrington social media performance report with the year-over-year metrics table
The summary and year-over-year metrics
Recommendations page of the Warrington social media performance report
What it told the team to start doing next
Directed

Two months as the final reviewer.

While my manager was on leave in summer 2026, I oversaw the day-to-day workflow and checked and approved every post before it went live. In June and July, the two full months I was in charge:

11.4K
Instagram engagements, vs. 3.3K in June–July 2025
+30%
LinkedIn engagement vs. the same months in 2025
What I took from it
Social strategy became less about "What should we post?" and more about "What are we trying to make someone understand, feel, or do, and what's the clearest way to get there?"

All work

SPARKS

UF AMA's student-run marketing firm

Apr 2023–Apr 2026, from branding specialist to co-executive director

From building brand strategy to leading a 50+ person student-run marketing firm. The clients were real, the work was consulting, and the leadership job was making sure strong work could happen at a bigger scale.

  • Client strategy
  • Consulting
  • Team leadership
  • Project scoping
  • Mentorship
Branding SpecialistApr 2023–Jun 2024
Branding Department ManagerJul 2024–Apr 2025
Co-Executive DirectorApr 2025–Apr 2026

During my term as Co-Executive Director

Apr 2025–Apr 2026

50+
Consultants
11
Engagements
8
Clients
4→7
Clients in Spring 2026, our largest semester

What leading looked like

The full life of a client engagement, and where I sat in each part of it.

  1. 1

    Bring in clients

    • Prospecting and outreach
    • Intro and discovery calls
    • Explaining what SPARKS could do for them
    Led
  2. 2

    Scope the work

    • Turned broad client problems into defined deliverables and timelines
    • Wrote client agreements
    • Formalized Flame vs. Foundation tiers for scope, support, and deliverables
    Created
  3. 3

    Staff the teams

    • Reviewed every application carefully and consistently
    • Matched consultants to clients by strengths, interests, and growth
    • Built specialized teams where a client needed one
    Led
  4. 4

    Train

    • Rebuilt IGNITE, our training program
    • Shifted it to several weeks of department-based case learning
    • Made it closer to real client work
    Led
  5. 5

    Oversee the work

    • Partnered with Account Managers and Department Heads
    • Coached AMs through client conversations and handled escalations
    • Reviewed decks and final deliverables
    Directed
  6. 6

    Hold it together at scale

    • Attendance and feedback tracking
    • Clearer expectations for leadership
    • Stronger internal communication and firm culture
    Led
SPARKS organizational structure slide
How the firm was organized
Slide comparing the Foundation and Flame engagement tiers
The two engagement tiers we created
What is SPARKS and our mission slide
How we presented SPARKS
The biggest shift for me, moving into the director role
As a consultant and department manager, I asked:
How do I make this recommendation stronger?
As co-executive director, I had to ask:
How do I create the conditions for an entire team to do strong work?

Growth brought real chaos at times. More clients meant more complexity, and the job became adapting systems and support so quality and the student experience held up.

Sample engagements

As co-executive directors, we scoped every engagement: we defined the project and its final deliverables, wrote the client brief each team worked from, and guided the teams through the semester. A few examples of that scope.

Belkin logo
Fall 2025, Flame tier

Belkin International

Build a foundational read on the U.S. handheld gaming market to guide future accessory strategy.

Scoped deliverables
  • Market landscape and trends
  • Custom survey instrument with a sampling framework
  • Buyer personas with product implications
  • Go-to-market considerations and a product-market fit framework

Scope call: We designed the survey but left fielding to Belkin, so the team could put its time into strategy.

Lubee Bat Conservancy logo
Spring 2026, Flame tier

Lubee Bat Conservancy

Help supporters find Lubee online and understand where, and why, to give.

Scoped deliverables
  • Keyword research built around donor intent
  • SEO audit and page-level recommendations for donation, education, and adoption pages
  • A donor survey instrument
  • A synthesis tying donor preferences to content priorities

Scope call: Two levels of SEO depth, free tools or an optional paid add-on, with the same baseline commitment either way.

Retirement Home for Horses logo
Spring 2026, Flame tier

Retirement Home for Horses

Turn TikTok momentum that was already bringing visitors to the farm into a content system a small team can sustain.

Scoped deliverables
  • Platform priorities and a realistic posting rhythm
  • A content pipeline and collaboration workflow
  • A starter kit of templates and draft captions
  • A recommended platform for long-form video

Scope call: Sized to the team's real capacity, with day-to-day posting, paid media, and a rebrand kept out of scope.

Andrea presenting a Client Interactions slide at the AMA banquet
Presenting the year at the AMA banquet.

From case competitions to real client work.

SPARKS used to put most of its energy into internal case competitions, and full teams rarely met their clients. We wanted it to work more like an agency.

We kept internal presentations, but turned them into practice: teams presented to marketing professors acting as judges and got feedback before facing their clients. Then every client team gave a final presentation to its client online, and one team presented in person at the Retirement Home for Horses.

For the first time during my term as Co-Executive Director, full teams also worked with clients in person. One team ran a survey at Lubee's Annual Bat Festival.

I supported the shift through clearer scope, staffing, leadership expectations, and follow-through.

Recognition

SPARKS' work won Outstanding Service Project of the Year at the 2026 Heavener Gator Globes, presented to UF AMA, SPARKS' parent chapter. It was the firm's first recognition of its kind. SPARKS Consulting Projects was also a finalist for Greater Good Event of the Year at UF's 2026 Involvement Awards.

Andrea with the Outstanding Service Project of the Year award
At the 2026 Heavener Gator Globes
Outstanding Service Project of the Year award at the 2026 Heavener Gator Globes
Outstanding Service Project of the Year, 2026 Heavener Gator Globes
Greater Good Event of the Year finalist certificate, UF Involvement Awards 2026
Greater Good Event of the Year finalist, UF Involvement Awards 2026

Every client, by role

As a consultant
2 clients, 2 engagements
  • Swamp City Fitness
  • Marcinek Farms
As Branding Department Manager
8 clients, 8 engagements
  • NW Arkansas Gator Alumni Club
  • Samba Brazilian Kitchen
  • CourseLynx
  • Gemstone Academy
  • Ilene's Gator Store
  • HYPE
  • M&D West African Cuisine
  • Belkin International
As Co-Executive Director
8 clients, 11 engagements
  • Belkin International (second engagement)
  • Camp La Llanada Florida
  • Black Rifle Coffee Company
  • Retirement Home for Horses (2 engagements)
  • Greater Gainesville International Center (2 engagements)
  • Lubee Bat Conservancy (2 engagements)
  • Project YouthBuild
  • Looking4Answers
Andrea with SPARKS department managers
With SPARKS department managers.

All work

Chosen by the founders as the winning strategy

Cordelia Biosciences

Making an unfamiliar science feel understandable, credible, and worth following.

Developed for my Digital Marketing course, this project challenged student teams to create a strategy for Cordelia Biosciences and present it directly to the company's founders. After hearing each team's pitch, the founders selected ours as the winning strategy.

  • Digital strategy
  • B2B audiences
  • Positioning
  • Content system
  • Presentation
Andrea's team with Cordelia Biosciences' founders after the winning pitch
Our team with Cordelia's founders, right after they chose our strategy.

The problem

What we heard
People couldn't see what Cordelia does, and that was costing them funding.

Little social presence, in a category most people have never heard of: Blue Chemistry.

The real question
How do you market complex science without oversimplifying what makes it valuable?

Two audiences

Primary: B2B decision-makers

R&D directors, formulation chemists, sustainability officers, and decision-makers in beauty, biotech, chemicals, and materials.

Secondary: people who care

Environmentally conscious and younger audiences drawn to clean beauty, the ocean, transparency, women in STEM, and founder stories.

Strengths we built on: scientific credibility, specialized founder expertise, an origin story, visual fieldwork, and sustainability.

Value proposition

Cordelia Biosciences brings the intelligence of the ocean into the products you use every day.

Brand essence
Blue Chemistry for Everyday Life.

Four content pillars

The Field Is the LabFieldwork as proof
Science, SimplyComplex ideas, made clear
Women Behind Blue ChemThe founders' story
Imagine a World…The future it makes possible

A funnel that fits a startup

AwarenessIntroduce Blue Chemistry and the people behind it
ConsiderationShow how it works and why it's better
ConversionInquiries, partnerships, and press
LoyaltyKeep partners and followers close

For a biotech startup, conversion means inquiries, partnerships, and press. Not selling products, yet.

The digital experience

  • A homepage that explains Blue Chemistry clearly
  • A visual of the research pipeline
  • A press and media section
  • "Work With Us" instead of a generic contact page
  • A link-in-bio bridge from social to site
  • A defined role for every channel

A year of content, mapped

Every post in the editorial calendar is tied to a funnel stage, a pillar, a format, a call to action, and a KPI target. Here's the year at a glance, colored by pillar.

JanFebMarAprMayJunJulAugSepOctNovDec
The Field Is the LabScience, SimplyWomen Behind Blue ChemImagine a World…
WhenStagePillarConceptFormatCTAKPI target

January to March shown. KPI targets were proposed in the plan, not results. Team deliverable.

The section I made

I led the deck's design and storytelling, and personally developed the whole Strategy section.

Objectives by funnel slide from the Cordelia strategy
Objectives by funnel
Content pillars slide from the Cordelia strategy
Content pillars
Messaging framework slide from the Cordelia strategy
Messaging framework
Channel mix slide from the Cordelia strategy
Channel mix
Channel journey slide from the Cordelia strategy
Channel journey
Landing experience slide from the Cordelia strategy
Landing experience
Mock Instagram feed for Cordelia
Mock feed
Mock Instagram post for Cordelia
Mock post

My part

Led
Presentation design and storytelling for a six-person team.
Created
The Strategy section: funnel objectives, strategic approach, content pillars, messaging framework, channel mix, and landing experience. The long-term strategy recommendations.
Co-created
The overall presentation narrative and the rest of the strategy.
View the presentation (PDF)
What I took from it
The hardest part of marketing complex science was deciding what to leave for later. People need one clear reason to care before they can follow the details.

All work

Bringing Sweetgreen to Gainesville.

Marketing Management capstone (MAR 4083)

Spring 2026. A full written marketing plan and a final presentation, with a four-person team.

The capstone asked for everything at once: category and situation analysis, competitive strategy, primary research, segmentation, positioning, pricing, promotion, and place. We used it to answer one real question about a real brand.

  • Market entry
  • Primary research
  • Segmentation
  • Positioning
  • Pricing
  • Launch plan

The question

How does a premium brand win in a price-sensitive college town?

Sweetgreen was targeting Florida for growth but had no presence in Gainesville. The demand was proven, since Chipotle, CAVA, Just Salad, and Fresh Kitchen were already near campus. The challenge was the market itself: a large student majority watching every dollar, next to a smaller, higher-income professional community around UF and UF Health.

What we built it on

156

Primary survey

UF students, faculty, and staff on diet, spending, mobile ordering, where they are at lunch, and which platforms shape where they eat.

Mine: wrote the questions and built it in Qualtrics
2

Sentiment analysis

Python text analysis of Sweetgreen and CAVA customer reviews, treated as directional (one Florida location each).

Mine: scraped the reviews and ran the analysis
SWOT

Situation analysis

A SWOT analysis alongside Porter's Five Forces, a macro-environment scan, competitor profiles, and a perceptual map of the Gainesville market.

Mine: the SWOT analysis
Perceptual mapping and survey insights slide
Perceptual map and survey insights
SWOT analysis slide
The SWOT analysis

What the research showed.

Three findings shaped almost every recommendation in the plan. All three came from the survey and sentiment analysis I built.

People rated it the healthiest option, and the weakest on value.

The problem wasn't the product. It was whether the price felt earned. In reviews that mentioned price or value, CAVA's sentiment was about twice Sweetgreen's.

Survey ratings out of 5, from respondents familiar with Sweetgreen. Sentiment score on price/value reviews.

Two audiences, two completely different channels.

Students said TikTok and Instagram shaped where they eat more than any other platform. For faculty and staff, social barely registered, and Google Reviews mattered most.

Mean influence of each platform on restaurant decisions, by segment.
UndergraduatesFaculty and staff

Lunch happens on campus, so the store has to be there too.

123 of 156 respondents were on main campus or in the Shands area between 11am and 2pm, and speed of service was the top factor in choosing where to eat. With 30 to 45 minutes between obligations, distance becomes part of speed.

123 / 156

Two segments, two jobs

Each segment gives the business something different, so each gets a different plan.

Primary segment

Macro Maya

The Macro-Tracker Student
Who
UF undergrad, 18–24, tracks protein and calories, eats out 3–4 times a week
Finds food on
TikTok and Instagram
Brings
Volume, habit, and word of mouth that reaches the rest of campus
Secondary segment

Faculty Frank

The Vitality-Focused Faculty
Who
UF faculty or staff, 35–54, higher income, routine weekday lunches
Finds food on
Google Reviews and colleagues
Brings
Higher spend, steadier visits, and margins that protect the premium
The recommendation
Compete on credibility, not price.

Position Sweetgreen as the premium, mission-driven option the UF community has been missing, and win on health credibility, sourcing transparency, digital convenience, and lifestyle relevance.

Price

Close the value gap without discounting the brand. A Good–Better–Best menu makes the upgrade logic visible, so add-ons stop feeling like penalties, and targeted student incentives drive trial without becoming the default price.

GoodFixed bowl at a lower entry price
BetterToday's standard bowl
BestFull customization, no topping charges

Place

The Hub on Campus building on SW 3rd Avenue, a few blocks north of campus, in a vacant storefront with heavy foot and car traffic. Competitors nearby were a reason to go there, not avoid it, because the cluster already draws health-conscious diners. Chipotle was the most visited restaurant among respondents but got the lowest health rating, 3.29 out of 5. Many people seemed to eat there because it was easiest, not because it was what they wanted.

Proposed location slide: Hub on 3rd
Proposed location: Hub on Campus, 3rd Avenue

Promotion

Campus-native content instead of polished national ads. The centerpiece is Shades of Green: three UF-connected micro-creators (a student, a UF athlete, and a local food account), each showing Sweetgreen in their own version of a Gainesville day. Spotify audio ads target the lunch window, and bus wraps run along University Avenue and 13th Street.

Co-createdI wrote the promotion section with one teammate and owned the website, events, and PR pieces, including the launch events below.

  1. 4–6 weeks out
    Announce

    National channels tag UF, with a coming-soon series and a local hashtag

  2. 1 week out
    Seed

    Mystery bowls to local creators, and campus chalk art with a QR code

  3. Welcome Week
    Open

    Grand opening with student orgs, plus sampling at Turlington and the Reitz Union

  4. Monthly
    Build Your Bowl

    A UGC challenge that keeps the feed full without paid media

  5. Each semester
    Dine and Donate

    With a student org or local nonprofit, for goodwill and press

My part

Four-person team. Written plan and presentation.

Created
The survey: the questions and the Qualtrics build. The review scraping and sentiment analysis. The SWOT analysis. The website, events, and PR parts of the promotion plan.
Co-created
The promotion section, with one teammate, and the overall plan and presentation.
Final editor
Reviewed and edited the full plan so every section connected and nothing was left out.
View the presentation (PDF) Read the full plan (PDF)
What I took from it
The most useful finding wasn't that people liked Sweetgreen. It was that they liked it and still didn't think it was worth the price. That one gap shaped the positioning and the pricing.

All work

Leadership built over time.

Camp La Llanada, Camp Coordinator (seasonal)

  1. 2011CamperWhere it started
  2. 2019–20CITCounselor in training. Earned the Camisa Azul (distinguished CIT) in 2020
  3. 2021WkatchaAssistant counselor, cabin of 10-year-old girls
  4. 2022GuíaCounselor, cabin of 14-year-old girls
  5. 2023Guía BaquianaDistinguished counselor, also a CIT counselor
  6. Late 2023CoordiCoordinator, led a full week of Day Camp

Camp La Llanada has been part of my life for years. I started as a camper in 2011, trained as a counselor, led my own cabins, was named Guía Baquiana, and by the end of summer 2023 was coordinating a full week of Day Camp.

It taught me a different kind of leadership: managing people in real time, communicating across staff and families, making decisions quickly, and creating an environment where people feel included, supported, and responsible for one another. And because the camp runs entirely in Spanish, it's where I learned to do all of that professionally in Spanish.

60+
Campers, ages 4–15
10+
Staff supervised
En español
The camp runs entirely in Spanish. Leading staff, coaching counselors, talking with parents, and solving problems on the spot all happened in Spanish.
  • Daily operations and scheduling
  • Recreational and educational activities
  • Safety, communication, and alignment
  • Real-time problems, solved on the spot
  • Campers, parents, and staff
  • A culture built around community

The week I coordinated

Andrea with the camp's leadership team for her week as coordinator
My leadership team for the week: two directors and two coordis, including me.
The full staff Andrea helped manage that week
The full staff we managed.

Then and now

Andrea as a camper in 2011
2011My first year as a camper
A camp activity during Andrea's first year
2011First summer, in the middle of it
Andrea receiving the Camisa Azul award as a CIT in 2020
2020Receiving the Camisa Azul as a CIT
Andrea and fellow CIT counselors presenting the Camisa Azul award in 2023
2023Giving the Camisa Azul as a CIT counselor
What I took from it
Leadership is often less about giving direction and more about creating trust, clarity, and the kind of environment where people can work well together.