From Loyal Audience to Lasting Business

I joined to bring product and design experience to that opportunity, turning the founders' vision into resources people loved and, eventually, a business capable of sustaining the mission for years to come. I stayed for the next 13 years.

From the beginning, we believed the industry deserved better. Much of Christian publishing felt visually disconnected from the brands and products women encountered elsewhere in their lives. Founder Raechel Myers brought an exceptional eye for taste and a belief that Scripture deserved to be handled with great care. My role was to translate that vision into a creative direction that could extend across every customer touchpoint. I articulated a simple mission for our creative team:

That standard shaped the website, app, visual identity, social content, and hundreds of physical products, and became one of the company's earliest competitive advantages. As the company grew, my role shifted from creating much of the work myself to building the team and systems capable of maintaining that standard at scale. Later, my responsibilities expanded beyond product and creative direction into team building, operations, financial stewardship, strategy, and eventually leadership of the business itself.

As it has a tendecy to do, growth kept changing the problem. One of the clearest inflection points was our revenue model. Nearly 40% of annual revenue was concentrated around our Q4 Advent season. Meanwhile, our content model required another product launch and customer acquisition push every few weeks. It worked, but it wasn't a sustainable foundation for the next stage of the business. I proposed reintroducing a subscription option alongside à la carte purchases, creating a more predictable revenue base while making ongoing participation simpler for customers. Additionally, this would allow us to more accurately forecast inventory so less cash was left sitting on warehouse shelves. The result: more frequent participation and retention, more predictable recurring revenue, and a 30% increase in annual revenue.

Over time, my job became less about designing what the business made and more about stewarding the business itself. That meant strategic planning, P&L ownership, team and organizational development, financial and operational health, and continually deciding where to invest, adjust, or simplify. Ultimately, it also meant helping prepare She Reads Truth for its next chapter under new ownership.

Over 13 years, She Reads Truth grew from an unexpectedly passionate online community into an established direct-to-consumer publishing business. In 2026, Penguin Random House acquired She Reads Truth as a flagship brand.

The throughline wasn't any single product or strategy. It was recognizing what the business needed next—and adapting without losing the mission or creative standard that made it special in the first place.