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Role: Director of Strategic Sales
Reporting to: Chief Executive Officer
Locations: NYC - Sunset Park · Brooklyn Navy Yard
Business model: Urban Agriculture · Private Events · Public Programming · Partnerships · Landscaping & Green Roofs
Brooklyn Grange operates three rooftop farms, two event venues, public programming, and a design and build business specializing in green roofs and urban landscapes across New York City.
I joined under the organization's first post-founder CEO after nearly a year of turnover across the Programming & Events department, which I was hired to rebuild.
The challenge extended beyond rebuilding a department. Sales, operations, farming, hospitality, partnerships, marketing, and finance needed clearer systems for working together as the organization entered its next stage of growth.
Over six months, I strengthened leadership, redesigned operating systems, improved cross-functional coordination, and created new ways for people to experience Brooklyn Grange. The result was a stronger organizational foundation with clearer ownership, more consistent execution, and new pathways for future growth.
Brooklyn Grange had spent nearly a year navigating leadership transitions across its Programming & Events department while welcoming its first post-founder CEO. The team continued delivering events, but many of the systems, processes, and relationships supporting the work had become fragmented.
Sales, event planning, contracting, invoicing, and reporting relied heavily on manual processes, while roles and decision-making across departments had become increasingly unclear. Teams often worked alongside one another without a shared approach to planning, communication, or decision-making.
At the same time, the business had significant untapped potential. Its rooftop farms, event venues, public programs, and partnerships had built a strong reputation, but its seasonal business model, fragmented customer journey, and evolving market position created opportunities that had not yet been fully developed.
The opportunity was not simply to improve sales. It was to redesign how the department operated so the organization could execute more effectively as it entered its next stage of growth.
One of my first priorities was creating stability during a period of leadership transition while rebuilding the Programming & Events department.
