Building a World-Class In-House advertising agency from the ground up at Norwegian Cruise Line.
Norwegian Cruise Line was operating like most large brands: heavy reliance on external agencies, fragmented creative ownership, long timelines, and high costs—at a time when the business needed speed, clarity, and brand consistency more than ever.
The question wasn’t “Can we make better work?”
It was “Can we build something smarter, faster, and more invested in the brand—internally?”
Great creative doesn’t come from distance.
It comes from proximity—to the brand, the business, and the people who live with the results.
An in-house agency wouldn’t just be a cost-saving move. It could become a strategic advantage if built correctly:
Create Rebel Fish Creative Group—NCL’s first-ever in-house strategic creative agency, designed to own the entire creative lifecycle from concept to execution.
As a founding member and Global Creative Director, I was a pivotal force in shaping Rebel Fish from the ground up. My responsibilities went far beyond creative output, I wasn’t just leading the work. I was leading the belief in what this team could be; evangelizing the model internally, making the business case for why creative should live in-house—and why it mattered.
It was critical to bridge creative and corporate, earning trust across marketing, hotel operations, newbuild, loyalty, casino, and leadership teams
Rebel Fish became the creative engine behind:
All executed with speed, consistency, and a deep understanding of the brand—because we were the brand.

From dreaming about Times Square to owning it—five times and counting.
Because dreams are cute, but deliverables are better.

When I was a kid, I was always mesmerized by the sights of Times Square in movies and TV. Then, in college, I dreamed of someday having my work somewhere up in those billboards. Now as an adult, I can proudly say "been there, done that." Thanks to Norwegian Cruise Line Holdings Ltd. and Rebel Fish Creative Group, I am now part of the "Five-Timers Club" — with the previous 4 being: Chivas Regal (x2), Absolut, and Pantene.
At Rebel Fish, we like to make a splash-a big splash. When it came to launching a massive brand awareness OOH campaign in the United States in 2024, that's exactly what we did. When it was all said (cleverly, of course) and done, this market-specific campaign ran and engaged consumers in 18 U.S. markets. The
result?
Results
NCL.com website visits increased an extra 125,000 per quarter in 2022. And there was an 11.3% increase in bookings in Q4 2022 vs an 8.1% increase in other North America markets. Simply said. our work works.







When a sandwich rivalry became Budweiser’s loudest summer play.

Budweiser was at a crossroads. Once America’s undisputed “game-time brew,” the brand was fighting for relevance in a crowded beer aisle, especially among sports fans and rising Latino communities in Florida. We had MLB partnerships with the Tampa Bay Rays and Miami Marlins that were underleveraged — great assets, but the brand wasn’t owned in the cultural moments that mattered. The question wasn’t whether Bud could show up… it was whether Bud could matter.
Somewhere between the sun, the stadiums, and the salty breeze of both coasts, we found it: the Cuban sandwich. A regional obsession with roots deep enough to spark Twitter wars, block party debates, and very serious Google searches about whether salami “belongs” in a Cubano.Miami says theirs is the best. Tampa says theirs is the original. Neither side had Budweiser in the ring yet. That smelled like opportunity.
Build a real, city-pride rivalry that feels like culture, not commerce — then let Budweiser own it. We positioned Bud at the center of the debate by turning an already-heated Miami vs. Tampa Cuban sandwich argument into The Budweiser Cuban Sandwich Series.
Rather than pushing generic beer ads, we:
Fans literally voted for their city’s sandwich, using their team pride as fuel — and Budweiser as the shared winner.
As lead creative, I didn’t just write the “fun lines.” I built the idea, strategy, and voice from the ground up. I:
This wasn’t “beer meets sandwich.” This was Budweiser meets meaningful cultural relevance.
We launched King of the Cubano as a fully integrated activation:
Fans engaged. Cities roasted each other. Social feeds lit up. It became less about the sandwich and more about being right — a marketer’s dream.
Miami and Tampa didn’t just argue — they activated. Budweiser wasn’t the challenger beer anymore. Bud was the context.
We didn’t just invent a stunt. We leveraged an existing cultural debate and gave it structure, scale, and a reason to engage — with Budweiser at the center. This campaign wasn’t about selling beer. It was about creating real, grounded cultural relevance in a space that mattered to the people we were trying to reach.
Connect culture + insight + fandom in a way that drives both passion and performance.
Every four years, the World Cup turns daily life into a global celebration.
For U.S. Hispanic audiences, it’s more than sport—it’s home, heritage, rivalry, pride, and a cultural reset button. And when emotion is that high, brands don’t just have a chance to show up—they have a responsibility to show up right. Across my career, I’ve helped brands do exactly that.
From my early days cutting my teeth at Hispanic agencies in New York to leading multimillion-dollar campaigns in Miami, the World Cup has been a proving ground—where insight, language, strategy, and cultural nuance can make or break performance.
Two moments stand out: one at the very beginning of my career, and one years later with deeper experience and bigger responsibility. The first was a national branding effort for Crown Royal, where I helped bring a unifying idea to life through Spanish-language radio. The second was a national DISH Latino subscription push during the Brazil World Cup, where I led strategy and creative across TV, digital, and retail to drive measurable growth. Different years, different channels, different roles—but the challenge was always the same: turn cultural passion into business impact.
Objective:
Drive awareness and cultural relevance with Hispanic audiences during the 2002 World Cup.
Approach:
As part of the WING Latino team in New York, we built a nationwide radio campaign anchored in a universal insight:
Every four years, Latinos stop what they’re doing and rally behind their home nations.
Role & Deliverables:
Result:
The campaign exceeded volume and awareness goals, and the hero spot “Cada 4 Años” ran nationwide for the duration of the tournament.
Objective:
Increase subscriptions during Brazil 2014 by positioning DISH Latino as the best way to watch every game—anywhere.
Strategic Hook:
At the time, DISH was the only provider offering live TV streaming (not just DVR playback). With a highly Mexican-leaning U.S. audience, we leaned into passion, identity, and FOMO.
My Role:
Execution:
Results:
Albert Einstein