Director,
Creative Strategy
& AI Innovation.

Direct operating authority is clearest at Whiskey Glass: clients, proposals, scoping, contributors, budgets, vendors and delivery. Chrysler records design-team/platform, financial-planning and technical-review responsibility. Witrye covers consulting product/design direction, standards and review. Mynki adds founder-owned product, architecture and experience decisions while retaining Samuel’s AI Strategist title. Ford combines direct creator/content direction with six-function coordination; Northrop is senior technical responsibility inside a larger program; Scimund is product/design leadership plus contribution during development toward an acquisition.

Direct creator/content authority; coordination and influence across the wider functions.

No invented Fortune 100 VP/C-suite appointment, manager-of-managers structure, program-wide control, sole acquisition causality or universal role qualification.

People

The strongest documented team scale is 25. Chrysler’s historical professional record describes design-lead accountability for a team of 25. At Whiskey Glass Studios, Samuel recruited and directed up to 25 in-house and remote multidisciplinary contributors.

These are team/contributor counts, not a verified maximum of formal direct reports, permanent employees or managers reporting to him.

Operating / financial

Yes. Budget responsibility is established. Chrysler’s Jeep/Truck design-platform work included financial planning, budgeting, forecasting and cost analysis. At Whiskey Glass, Samuel set and managed budgets, allocated production resources and evaluated vendor costs alongside client delivery.

The largest dollar amount, delegated signing limit and formal P&L scope are not presently documented. That does not mean no budget responsibility.

Enterprise

Yes. Samuel’s enterprise responsibility includes Chrysler Jeep/Truck design-platform leadership, senior design engineering within Northrop Grumman’s U.S. Navy Hawkeye environment, and Ford Model e creator/content leadership. At Northrop his scope included conceptual/assembly layouts, metallic/composite structures, lab/prototype design, dimensional controls, supplier/procurement coordination, field testing and product support.

This is actual responsibility within large organizations, not ownership of entire companies, the aircraft program, its budget or final enterprise approvals. Ford employment remains separate from the independent public Ford study.

Client

Whiskey Glass is Samuel’s clearest direct client-operating example. He co-founded the studio and owned client acquisition, proposals, briefs, scoping, relationships, resource coordination and creative delivery. Documented clients include Coca-Cola, Maker’s Mark, Radio One and Mitchell & Ness. Witrye adds product/design consulting leadership and delivery for engagements including Suunto and Peloton.

A largest account by revenue or contract value is not documented. Do not attach the exhibit metrics to a named client, or merge historical Coca-Cola client work with UH OH’s separate Coca-Cola/F1 study.

Whiskey Glass / purchasing + customization

The clearest documented commercial example is Whiskey Glass’s QR-code/Square immediate-purchase and customization workflow: a reported 56% sales increase during one exhibit and 32% profit increase within 90 days. The workflow was implemented and used; Samuel has explicitly confirmed the two historical results.

Inspected historical professional record plus Samuel’s specific confirmation. These are candidate-confirmed historical results, not independently audited financials.

The sales and profit periods are different. No named-client attribution, gross/net profit definition, original calculation dataset or particular cost/labor mechanism is established. Profit increase is not margin percentage points, revenue lift or staffing savings.

Different forms of execution

Work moved beyond concept in several distinct ways. Whiskey Glass deployed the QR/Square exhibit workflow. Ford delivered and reused modular launch/EV-education content frameworks. Chrysler records real design/program work; Northrop records prototypes, field testing and U.S./European product support. Nickelodeon marketing design progressed from brief to production-ready delivery. Scimund progressed functional alpha/form-fit prototypes and production planning. Mynki’s Symbiosis is a released public Streamlit prototype/simulation; PRYSM, GUMI and IMPRINTS retain concept/architecture stages.

Delivery, reuse, production-ready work, field tests, prototypes, organizational adoption and measured impact are not interchangeable. Exact Chrysler component releases, company-wide Ford adoption and Mynki enterprise customer deployment remain unestablished.

Reviewed against historical and current professional documentation and Samuel’s specific responsibility/outcome confirmations. The underlying private résumés and records are not published or sent to the recruiter model.

Chrysler team/platform/finance: historical engineering and design-lead records. Whiskey Glass team/budgets/clients/results: historical studio record and specific commercial confirmations. Ford: approved role record and creator/content scope. Northrop: technical-design, field and support history. Witrye, Scimund and Nickelodeon: confirmed role and delivery records. Mynki: founder ownership and component-specific prototype stages.

This is professionally documented and candidate-confirmed career evidence, not an independent HR or accounting audit. Largest budget dollars and formal reporting lines remain unestablished; missing public artifacts do not mean missing experience.