You've spent nearly two decades working across industries that move at very different speeds. What drew you to workforce platforms, and what makes marketing in this category uniquely challenging?

Most industries talk about improving people's lives. Workforce platforms actually do it in a very direct way.

If someone finds a job faster, that is rent paid, groceries bought, and stress removed from someone's life. If a business fills a shift, it is struggling to staff, that is an operation that keeps running. Few industries have that level of direct, real-world impact.

What makes marketing in this space uniquely challenging is that you are not just marketing a product. You are helping people understand that work can be organized differently than it has been historically.

You are also operating in a two-sided marketplace where both workers and employers have often felt the system did not work in their favor. Workers have sometimes felt disposable in traditional staffing models, while businesses have struggled with unpredictability and a lack of transparency.

So marketing here is not just about growth. It is about showing that there is a better way for the system to work for both sides.

When that understanding starts to build, the impact compounds very quickly.

Temporary work has long carried certain perceptions. In your experience at Indeed Flex, what narratives or misconceptions around flexible work still need to be challenged today?

One misconception that still persists is that flexible work exists primarily because people cannot find traditional jobs.

But when you spend time speaking with workers, you quickly realize the story is far more complex. I have spoken with Flexers pursuing acting careers who need flexible work between auditions, people who want more time with their families, and others who are balancing multiple responsibilities while trying to make ends meet.

For some, flexibility creates opportunity. For others, it provides stability in a different form.

Many of the narratives around temporary work were shaped decades ago, when the structure of the workforce looked very different.

Flexible work today often plays a much more intentional role in people's lives. For many workers, it is part of how they manage income, time, and personal priorities.

Helping people see that reality and understand how platforms can support it is a big part of the role marketing plays in this space.

Temporary work platforms operate in a space where trust is critical on both sides. How do you build credibility with workers and employers who may have had mixed experiences with traditional starting models?

Trust is probably the most important currency in workforce platforms.

Many workers and employers come into the system with skepticism because their past experiences with staffing models have not always been positive.

Workers worry about whether the job will match what was described or whether they will be paid reliably. Employers worry about whether workers will show up prepared and ready to contribute.

Marketing plays a role here, but trust ultimately gets built through the experience itself.

When workers know exactly what a shift pays before accepting it, and when employers can see who they are bringing in and track workforce performance, the uncertainty begins to disappear.

Over time, every successful shift becomes a proof point.

Those consistent experiences often build trust faster than any marketing message ever could.

What are some of the less obvious friction points in the temporary starting ecosystem that marketing needs to address beyond promoting available jobs?

One friction point people outside the industry often do not realize is just how fragmented the temporary staffing ecosystem still is.

Many employers work with multiple staffing agencies at the same time, each with different processes, pricing structures, and communication styles. It can become very difficult for them to understand what they are actually spending or which partner is truly delivering value.

On the worker side, the fragmentation creates a different kind of confusion. People often feel like they have to navigate several apps, agencies, or job boards just to find consistent work.

Accessibility is another overlooked challenge. A large portion of the workforce in industries like logistics, hospitality, and facilities management is bilingual or primarily Spanish-speaking. If platforms and communications are not designed with language accessibility in mind, a significant portion of the workforce can be left out of the opportunity.

Marketing in this space has to acknowledge these realities. It is not just about promoting shifts. It is about helping both workers and employers understand that there is a more transparent and modern way to navigate the workforce.

When those structural friction points are addressed, the platform begins to stand out naturally.

How do you approach segmentation and messaging when the motivations of job seekers, flexibility, control, and income, can differ significantly from the operational needs of employers?

One of the most helpful things I have done as a marketer in this space is spend time talking directly with both sides of the marketplace.

When you talk to workers, our Flexers, the motivations are deeply personal. I have spoken with people pursuing acting careers who need flexible work between auditions. Others want more time with their families. Some are simply trying to make sure they have enough income to afford where they live.

Sometimes the needs are very immediate. I have heard workers talk about Same Day Pay helping them put gas in the car to get to their next shift or cover a bill that cannot wait.

Then you talk to employers, and the conversation is completely different. Many tell us they did not even realize platforms like this existed. In some cases, they were not fully sure what they were spending on contingent labor across different agencies.

What excites them is visibility. They can see costs upfront, access workforce data, and work with one partner instead of juggling multiple staffing relationships.

So while the motivations are very different, both sides are ultimately looking for more control and fewer unknowns.

For workers, that means control over when and how they work. For employers, it means control over workforce costs and reliability.

Our role in marketing is to speak authentically to both realities while reinforcing the value of the platform that connects them.

When the system works well, it creates more predictability in a world of work that has become increasingly unpredictable.

In positioning Indeed Flex as a premium, AI-forward platform, how do you balance the sophistication of the technology with the need for human-centered messaging?

One thing I have learned talking to workers is that they are not looking for impressive technology. They are looking for a better experience.

Most people using our platform are focused on very real things. They want to find work quickly, understand what the job involves before they commit to it, and know they will get paid without issues once the shift is done.

So when we talk about being an AI-forward platform, the goal is not to highlight the technology itself. The goal is to show how that technology makes the experience easier and more reliable for people.

If AI can help someone find the right shift faster, get clearer answers when they need support, or avoid unnecessary friction in the process, then it is doing its job.

In many ways, the best technology becomes almost invisible.

You've built integrated programs spanning CTV, paid media, CRM, PR, OOH, and content. How do you orchestrate these channels so they reinforce each other rather than operating as isolated campaigns?

When you step back, people do not experience brands through channels. They experience them through moments.

Someone might hear about a company through a news story, see an ad on social media later that week, and then receive an email once they have signed up. To them, it feels like one journey, even though internally multiple teams and channels may be involved.

The goal is to design marketing in a way that feels cohesive from the outside.

Some channels help introduce the brand and build credibility. Others help people take the next step and sign up. Others support them once they are already using the platform.

When those pieces are aligned, when the story, timing, and intent are consistent, the experience feels natural to the audience.

When they are not aligned, it can feel fragmented or confusing.

Orchestration ultimately comes down to remembering that behind every channel strategy is a real person moving through an experience.

Finally, what's the question about marketing and the future of work that more people should be asking right now?

A question I think more marketing leaders should be asking is: Are we actually representing the reality of work today, or are we still marketing to an outdated idea of it?

The way people think about work has changed dramatically over the past decade. Workers are looking for more flexibility and transparency, while businesses are under increasing pressure to operate with greater agility.

When speaking with employers, many are still trying to manage their workforce with systems designed for a very different era. They are often juggling multiple staffing agencies, spreadsheets, and disconnected processes just to understand their labor costs or fill shifts quickly.

At the same time, workers increasingly expect digital experiences that give them clarity around pay, scheduling, and opportunities.

Marketing in this space has an important role to play in helping both sides understand that the workforce itself is evolving. It is not just about promoting jobs or hiring services. It is about helping people see that there are more modern, transparent ways for workers and businesses to connect.

The brands that succeed in the future of work will not just talk about employment. They will help people understand how the structure of work itself is changing.