Jacob Blumenthal Portfolio

PROFILE

Brand and Marketing Developer with a background spanning luxury fashion, premium wellness, and lifestyle hospitality. Partners with emerging and established brands to build the creative and operational frameworks, integrative marketing strategies, and supply chain systems that turn vision into measurable presence. Drawing on experience across Global PR, Digital Marketing, and Multi-Unit Operations, Jacob brings both strategic clarity and executional precision to every engagement. His work sits at the intersection of identity and commerce, leading brands towards consistency and scale.

Education

Emerson College
B.S. Double Major Political Communications & Journalism
(2023)

Fashion Institute of Technology
Certification;
Fashion Merchandising
(2020)

Institut Français de la Mode
Certification;
Fashion Business & Culture
(2020)

Employment

Equinox
Assistant Operations Manager
July 2024 - December 2025

Maison Blanche
PR & Digital Marketing Lead
August 2023 - July 2024

Bond Street Salon
Operations Manager
March 2019 - January 2023

NGLCC
Global Communications Associate
August 2021 - March 2022

Michelle Wu Mayoral Campaign
Digital Marketing Associate
February 2021 - January 2022

Services

Event & Campaign Management
Operations & Systems Management
Paid Social Execution
Performance Reporting & KPI Analysis
Creative Testing & Asset Trafficking
Asset Delivery & DAM Organization
Asset & Partner Acquisition
CPA / CVR / CTR / ROAS Optimization
Adobe Suite / Figma / Asana
Audience Strategy
AI-Augmented Workflow Development
DTC & Subscription Marketing
Process & SOP Optimization
Timeline & Resource Management
Start-to-Finish Media Production

Last Updated 24.10.31

JACOB BLUMENTHAL
BRAND & MARKETING DEVELOPER

CASE STUDIES

EQUINOX, MULTI-CATEGORY LAUNCH

Program Launch Operations Experiential

1. Equinox, Missions

Company Role Scope Outcome

Equinox Assistant Operations Manager 4 Programs • 4 Departments 1st in the region

4 100% #1
Categories launched. Budget achieved. Regional Ranking.

ACT I: THE CHALLENGE

Equinox introduced Missions: a curated, time-bound member experience program as a brand-wide strategic initative to deepen engagement beyond standard membership. Our location was tasked with launching all four programs simultaneously. Each lived in a different department, carried its own enrollment target, and required a distinct member communication strategy, all with a single shared launch date and an aspirational budget goal attached to the combined result.

ACT II: THE BUILD

I structured the launch around three strategic decisions that drove the result. First, rather than siloing each Mission within its owning department, I built a unified coordination framework with a single launch timeline, shared check-in cadence, and centralized member-facing narrative that all four departments operated within. This prevented the fragmented member experience that would have resulted from four departments independently messaging four separate programs.

Second, staff readiness was treated as a launch dependency, not a training formality. Before any member-facing activity, every team member was briefed across all four Missions, not just their own. The result was a floor where any staff member, regardless of department, could speak with confidence to a member’s questions about any program. That fluency directly reduced friction at the point of enrollment.

Third, enrollment was tracked by Mission weekly from day one, with pacing data shared across department leads. When early data showed variance between programs, messaging emphasis was adjusted mid-launch. This pivot was only possible backing the tracking infrastructure existred before the first member conversation happened.

ACT III: THE RESULT

All four Missions launched on schedule and hit the combined budgetary goal in full. Member enrollment across programs exceeded early projections, driven by a staff that could speak credibly to any Mission from any department. The location finished first in the region as a result from the structural decision to run four simultaneous launches as one coordinated operation rather than four parallel ones.

MAISON BLANCHE, INVESTMENT CAMPAIGN

2. Maison Blanche, Investment Campaign

Marketing International Campaign Brand Strategy

Company Role Markets Outcome

Maison Blanche PR & Digital Marketing Lead U.S. & Europe 110% of Budget Raised

110% 1,396% 2
Of campaign goal achieved. Growth in social reach. International markets.

ACT I: THE CHALLENGE

Maison Blanche was a Swiss luxury fashion startup preparing to launch three new product categories simultaneously (RTW, fragrance, and footwear) across U.S. and European e-commerce. To fund the expansion, the brand needed to run a public crowdfunding campaign. The challenge was significant: crowdfunding is a format build on community and momentum, and Maison Blanche did not have much of either. The brand was largely unknown outside of a small existing audience, had only minor press presence in the U.S., and was competing for investor attention in a crowded, noise-heavy digital landscape.

As Marketing & Communications Lead, I was responsible for building and executing the full digital campaign communications strategy, from pre-launch awareness through to close. The campaign had a hard funding target, a fixed timeline, and the additional complexity of needing to resonate credibly across two distinct markets with different aesthetic sensibilities, media ecosystems, and consumer behaviors.

ACT II: THE BUILD

The first strategic desicion was to reframe the campaign entirely. Rather than positioning it as a fundraising effort, which carries an air of need, the campaign was positioned as an invitation to participate in the brand’s founding moment. Backers weren’t investors in the traditional sense; they were early members of a luxury house being built in public. That framing shifted the emotional register from transactional to aspirational, which is the only register a luxury brand can credibly operate in.

From there, I built a two-market content and communications architecture that treated the U.S. and European audiences as distinct rather than duplicated. European communications leaned into the brand’s Swiss heritage, craftsmanship narrative, and editorial aesthetic, channeled through press outreach and high-context visual storytelling. U.S. communications prioritized social-first content, influencer relationships, and a direct-to-consumer voice that made the brand feel discoverable rather than distant. Both streams fed into the same campaign page, but arrived there through entirely different journeys.

Influencer and press relationships were managed end-to-end from identification and outreach through content approval and activation, timed deliberately to create momentum spikes at key campaign milestones rather than a flat sustained push. The campaign opened with a controlled pre-launch seeding period to a curated group of tastemakers, generating early social proof before the public window opened. That early traction became the credibility signal that drove broader awareness in both markets.

ACT III: THE RESULT

The campaign closed at 110% of its funding target across both markets, with social reach growing 1,396% across U.S. and Europe over the campaign window. The pre-launch seeding strategy proved to be the highest-leverage decision of the campaign: early tastemaker content generated the social proof that made the public campaign feel like something worth backing rather than something that needed backing.

Beyond the numbers, the campaign establushed Maison Blanche’s communications infrastructure from scratch: press relationships, influencer network, content systems, and a two-market social presence, that continued to support the brand’s growth well past the campaign’s close. The lesson: in a crowdfunding context, the product is rarely what people back. They back the story, the credibility, and the sense that they’re getting there.