One job, under a lot of different titles.

On paper, every role looked different. In practice I was always doing the same thing: figuring out what a person, an organization, or a product was actually trying to say or do, and then finding the right structure and language to say it.

That skill sharpened over time. Early on it was making complex technology understandable. Then it was helping leaders articulate what their brand meant and how to talk about it. Eventually it became the voice behind executives and the companies they run — translating what they know and believe into language other people can connect with.

Mirth & Myth is what happens when you point that at the harder version of the question: human experience and inner life. Giving the proper language and structure to external experience, forming meaning, purpose and growth, and bridging internal to external experience.

The same problem shows up everywhere, and it is almost never a communication problem. A person who cannot describe what they want usually has a description of themselves that stopped being true and was never replaced. A company that cannot say what it stands for usually has not decided. The language is downstream. You have to go inside and underneath to get the thing first.

So this is a practice that runs in two directions, and they are the same work.