Most useful for hands-on lifecycle and retention work, not paid sponsored content.
Best for
A faith-led e-commerce brand needing lifecycle and retention help, especially email, SMS, and loyalty.
Not for
A paid sponsored-content partnership with reach or engagement guarantees.
Key takeaways
Fix the journeys you already have before launching new ones
Building other marketers is the point of leading a team
Email is the anchor channel, with SMS and push as the next step
Check first: Confirm before-and-after journey metrics, a sample audit or lifecycle map, and references.
Main ideas
Fix the journeys you already have before launching new ones · What you accomplish matters less than who you become doing it · Building other marketers is the point of leading a team
Raphy Feolino is a lifecycle marketer whose LinkedIn posts describe work in email and SMS journeys, loyalty programs, e-commerce retention, and marketing-team coaching.
They connect that work to Catholic faith and a belief that marketing can serve a larger mission.
The five posts show both the practical work—auditing and optimizing customer journeys, launching loyalty campaigns, and helping migrate brands to a new email platform—and the personal priorities they bring to leadership: patience, collaboration, and helping colleagues grow.
Follow them for this mix of lifecycle-marketing experience and reflections on faith, work, and becoming a leader.
The distinctive thread in these posts is the link Feolino draws between retention work and human relationships.
They describe automated email and SMS journeys as tools for both revenue and audience relationships, and a loyalty program as a way to encourage repeat engagement with a brand’s mission.
Their 90-day reflection makes the leadership side concrete: alongside journey audits and a loyalty launch, they highlight training an intern, coaching specialists to test and learn from data, and taking satisfaction in a direct report’s growth.
Together, the posts show the work they do and the values they bring to it.
Across the five posts, Raphy Feolino argues that retention marketing depends on the plumbing—audited lifecycle journeys, automated email and SMS flows, and loyalty programs—to make revenue and customer relationships durable.
Read more
They also frame the greater reward as becoming a leader who develops other marketers, rather than accumulating achievements.
Faith is not a side interest in this account; it is the stated reason the work matters and the frame they use to explain commercial roles.
Their most recent stated priority is to stay in email while expanding into SMS and push, including offering free work to build a case study portfolio.
Fix the journeys you already have before launching new ones
Feolino treats lifecycle work as an audit-then-optimize discipline rather than a campaign treadmill.
Read more
In the ninety-day account, the sequence starts with auditing core lifecycle journeys, then launching, optimizing and expanding them.
Elsewhere, automated email and SMS journeys are described as driving revenue while building ongoing relationships with the audience, and a multi-brand migration to a new email service provider is listed as part of the same scope.
The argument is that a retention function earns its results from the flows behind it, not from isolated sends.
The ninety-day list: training an intern in lifecycle marketing, onboarding a first direct report, auditing core lifecycle journeys, launching a first loyalty campaign, and optimizing journeys across several e-commerce brands.
What you accomplish matters less than who you become doing it
This is the clearest stated priority shift in the material.
Read more
Feolino recounts a period of finding satisfaction in achievements and momentum, then says that is no longer what excites them most.
The values they name instead are patience with new processes and people, creating space for team members to feel safe, heard and empowered, and taking more pleasure in a direct report's growth than in personal wins.
The point is not modesty; it is a change in what the work is measured by.
"Now, it's less about 'what' I'm accomplishing, but more about 'who' I'm becoming in this whole process." The post ends with work framed as a place to give of oneself and co-create with God, rather than a source of meaning or purpose.
The farewell post states the same conclusion after Feolino left the company: the highlights were not professional accomplishments but what they describe as a transformation of heart and soul while working there.
Building other marketers is the point of leading a team
Coaching recurs across the account as a named responsibility, not an afterthought: training an intern in lifecycle marketing and journeys, onboarding a first direct report, supervising and coaching marketing specialists, and coaching specialists to test new strategies and learn from their own data.
Read more
Feolino also describes encouraging cross-departmental collaboration to build new journeys, arguing that journey design is not owned by one team. The leadership announcement frames that step as a nervous one taken earlier than planned and asks experienced leaders for advice.
Alongside the coaching list, Feolino singles out a first direct report as "crushing it" and thanks colleagues Zachery Brakefield, Bryan Murdaugh and Charlie Hetzel on leaving—a team-development emphasis expressed through credit given rather than credit taken.
Feolino does not separate the mission from the marketing.
Read more
Roles are narrated against religious dates, the brands are described as helping customers encounter Christ and be transformed, and the products are framed as guiding an audience to live liturgically—including a loyalty program tied to that behaviour rather than to points alone.
Working on a Catholic coffee brand is named as a personal highlight.
For readers seeking to understand what drives the commercial choices, this is the stated frame.
The first-week post names The Catholic Company and Catholic Coffee and calls the combination "a great blend of faith + commerce"; the leadership post says the company is not just selling products but helping others encounter Christ.
Email is the anchor channel, with SMS and push as the next step
This is the most forward-looking position in the material.
Read more
After attending a large virtual email marketing conference, Feolino says they plan to stay in email career-wise while expanding into SMS and push, and argues for email's power as a combined relationship, revenue and retention driver.
The post turns that position into an ask: warm introductions to e-commerce, apps and SaaS brands, with free work offered in exchange for a testimonial while a case study portfolio is built.
Ask for completed client examples when assessing the scope of their experience.
The conference post asks directly for introductions and offers free work in exchange for a testimonial. It also recommends following Jay Schwedelson and GURU Media Hub for email and digital marketing content.
Start here to see what role Raphy Feolino holds and how they describe stepping into it.
Read more
The post answers a newcomer’s basic questions: what is their job, and what do they think leadership asks of them?
Raphy Feolino announces starting at Trinity Road, LLC as Lifecycle and Integrated Marketing Lead.
They candidly describe feeling nervous and getting the promotion earlier than the three-to-five-year plan they had in mind, grounding the moment in a faith analogy about being called rather than already qualified.
They close by asking experienced leaders for advice on stepping into a first leadership role.
The emphasis is on responsibility for a team and a set of e-commerce brands, not a list of achievements.
For brands planning a campaign
Useful when a brand wants evidence of how someone frames a first leadership role and invites scrutiny. The public request for advice signals an openness to mentoring that a company hiring for a retention team lead could build into a development plan.
This is the clearest short statement of the commercial context Feolino works in.
Read more
Readers get the product categories and working philosophy in one place.
Writing at the end of their first week at Trinity Road, Feolino names The Catholic Company and Catholic Coffee and describes the appeal as a blend of faith and commerce.
The post pairs professional enthusiasm with a personal religious milestone, explicitly connecting the two.
They also say the team, not the brands alone, is what they are most excited to work with.
For brands planning a campaign
For a brand in faith-based, coffee, or mission-led e-commerce, this offers a concrete signal that Feolino understands the audience relationship, not just the sending tools. A campaign could pair retention messaging with the values customers already hold—the frame Feolino uses here.
This is the most specific inventory of Feolino’s day-to-day work.
Read more
For anyone assessing lifecycle or retention skills, it names the actual tasks.
At roughly 90 days into the role, Feolino lists training an intern in lifecycle marketing and journeys, onboarding a first direct report, auditing core lifecycle journeys, launching a first loyalty campaign, optimizing journeys across several e-commerce brands, encouraging cross-departmental collaboration on new journeys, and coaching marketing specialists to test and interpret their own data.
They argue that the biggest change was not the list of outcomes but their shift toward patience, making team members feel heard, and taking more satisfaction from a direct report’s growth than from personal wins.
A coffee-brand anecdote closes the post.
For brands planning a campaign
This item supports a hiring or partnership decision about retention ownership: it shows audits, loyalty, journey optimization, and coaching specialists within one scope. A campaign brief could ask a candidate to follow the same pattern: audit existing journeys, fix and launch a loyalty flow, and train a specialist to test independently.
Departure posts often summarize a role more plainly than announcements.
Read more
This one names the systems and programs Feolino owned, helping readers judge seniority.
Looking back on a family-owned e-commerce company, Feolino describes building automated email and SMS journeys that drove revenue, managing a loyalty program to improve retention, helping migrate multiple brands to a new email service provider, and supervising and coaching marketing specialists.
They say the hardest part was finding where to make an impact, and describe the transformation they valued most as internal, framing the work as serving a mission.
They thank several colleagues by name.
For brands planning a campaign
Migration and multi-brand coordination are worth testing in a reference conversation: they are areas where lifecycle hires can struggle. A brand running several storefronts on one ESP could treat this as prior experience worth probing.
This post shows what Feolino is currently asking for and how they work with new clients.
Read more
Read it if you are considering a paid or trial engagement.
After attending GURU 2025, a virtual email marketing conference, Feolino says the event confirmed their decision to stay in email as a career and expand into SMS and push.
They ask for warm introductions to e-commerce, apps, and SaaS brands needing email or lifecycle help, and say they are building a case study portfolio in those niches and offering some free work in exchange for a testimonial.
The post also includes conference details, including a fundraising total and a record attempt.
For brands planning a campaign
A brand looking for a low-risk first step has a clear option here: a small scope of work in exchange for a testimonial, aimed at e-commerce, apps, or SaaS. The stated channel ambition—email first, then SMS and push—shows what to scope now and what to leave for later.
Lifecycle and retention marketing across multiple e-commerce brands2
Loyalty programs as the retention engine2
Email at the core, with SMS and push as the expansion path1
Lifecycle and retention marketing across multiple e-commerce brands
The most consistent subject across these posts is lifecycle marketing for e-commerce brands: auditing customer journeys before changing them, building automated email and SMS journeys aimed at revenue and lasting customer relationships, and improving journeys across several brands at once.
Read more
One post describes assisting with a significant migration of multiple brands to a new email service provider, a project that affects every flow a retention team runs.
Audit first, then optimize: the account describes reviewing core lifecycle journeys before launching or reworking campaigns, and coaching specialists to test new strategies and interpret their results.
For brands planning a campaign
A company hiring for retention leadership can expect an approach that starts by mapping and auditing existing flows, then rebuilding or optimizing them across brands. Ask which journeys they would audit first and how they would measure success.
Loyalty work appears as a distinct responsibility.
Read more
One post records launching a first loyalty campaign, and another describes managing a loyalty program to improve customer retention and guide the audience toward living liturgically with the products offered. That framing ties the program to how customers were meant to use the products, not just to points or discounts.
For brands planning a campaign
For brands with repeat-purchase or subscription models, loyalty design is a demonstrated area. Ask how they would connect program mechanics to a specific customer behavior the brand wants to change.
Much of the material focuses on developing other marketers: training an intern in lifecycle marketing and journeys, onboarding a first direct report, supervising and coaching marketing specialists, and encouraging cross-departmental collaboration to build new journeys.
Read more
One post says watching direct reports succeed now matters more than personal wins; another announces stepping into a leadership role for the first time, with visible nerves and reflection.
For brands planning a campaign
This matters for companies that want a retention program to outlast a single hire. Ask how they would establish testing rituals, hand off journey ownership to specialists, and bring merchandising or other teams into lifecycle planning.
Email at the core, with SMS and push as the expansion path
After attending a large virtual email marketing conference, one post states the decision to stay in email career-wise while expanding into channels such as SMS and push.
Read more
The same post asks for warm introductions to e-commerce, apps, and SaaS brands, and offers some free work in exchange for a testimonial while building a case study portfolio in those niches.
For brands planning a campaign
Email is the declared channel focus, with SMS and push as growth areas rather than established specialties.
Brands seeking lifecycle coverage across those channels should ask for current work samples.
Treat the free-work-for-testimonial offer as a portfolio-building stage, not a standing arrangement.
Faith runs through the posts as a working context.
Read more
Roles are framed in relation to feast days; one post describes work as a place to give of oneself and co-create with God; another says the brands help customers encounter Christ and be transformed.
A closing note singles out working on a Catholic coffee brand as a personal highlight.
The employers named in the material are Catholic or faith-oriented commerce brands.
For brands planning a campaign
The clearest fit is with brands whose products carry an explicit faith or mission identity, where this framing is an asset rather than a translation problem. For secular retailers, ask how they would present the same retention thinking to a general audience.
The posts follow a series of job changes: starting a lifecycle and integrated marketing lead role, the first week in that role growing e-commerce brands, a ninety-day reflection on what had been built, and a farewell after leaving the same company.
Read more
The reflection marks a shift from measuring the role by accomplishments toward measuring it by how they and the team develop—a stated priority a brand can weigh.
The material describes no paid partnerships, sponsored content, or creator brand deals; it does not establish an existing sponsorship offer.
For brands planning a campaign
Because the timeline turns on role changes, check which employer's work each example belongs to before using it as a reference. The ninety-day post offers the most detailed inventory of activity and is the best starting point for a conversation about scope.
Raphy Feolino's posts describe one employer relationship and several brand mentions, not sponsorship deals.
Read more
They say they joined Trinity Road, LLC as its Lifecycle & Integrated Marketing Lead and that the role later ended.
The same posts name The Catholic Company and Catholic Coffee as Trinity Road e-commerce brands Feolino marketed, including work as a marketer on the coffee brand.
GURU Media Hub and the V Foundation for Cancer Research appear in event and fundraising mentions: Feolino attended and recommends GURU Media Hub's email marketing conference, where attendees raised money for the foundation.
Trinity Road, LLC
Employment
Feolino says they joined the family-owned e-commerce company as Lifecycle & Integrated Marketing Lead, overseeing lifecycle and integrated marketing across its brands, including email and SMS journeys, a loyalty program, and a platform migration.
Described as host of GURU 2025, the virtual email marketing conference they attended for the second time, and recommended to followers for email and digital marketing content.
Raphy Feolino writes about the people and systems behind e-commerce retention: automated email and SMS journeys, loyalty programs, and coaching marketing teams.
Read more
In a reflection on a new role, they list those responsibilities, then shift focus from accomplishments to helping colleagues grow.
Faith informs how they describe the work’s purpose: a post about serving a faith-centered e-commerce company connects marketing and loyalty to its religious mission.
In the GURU 2025 conference post, they explain why email stands out as a relationship and retention channel, while also naming SMS and push as areas of interest.
Lifecycle marketingEmail marketingRetention marketingLoyalty programsSMS and push messagingE-commerce brand marketingMarketing team coachingFaith-driven commerceFirst-person LinkedIn postsConference takeawaysLifecycle and retention marketersMission-driven retail brands
Luke Moriarty
Both touch on the work involved in growing e-commerce businesses.
Read more
Feolino writes about lifecycle marketing, retention, and team development; Moriarty’s posts describe hiring for content and creative marketing and for e-commerce operations.
Moriarty’s hiring posts lay out the roles and capabilities a growing British consumer brand seeks, including content, advertising creative, forecasting, and fulfilment.
Feolino’s posts describe hands-on lifecycle and loyalty work and reflect on leading and coaching colleagues.
Follow Luke Moriarty for a view of how a brand defines roles as it scales; follow Feolino for first-person reflections on retention work and leadership.
Both connect personal career experiences to a mission larger than the job.
Read more
Feolino writes about faith and work in e-commerce; Sadiq recounts being underemployed after college and connects that experience to helping students find career opportunities.
Sadiq’s posts focus on college recruiting, employer content, and access for graduates without professional networks.
Feolino focuses on email, lifecycle, loyalty, and retention for e-commerce brands.
Follow Basil Sadiq for mission-led content about early-career access; follow Feolino for retention marketing and faith-informed reflections on work.
Both write practical posts for working marketers and draw on conference experiences.
Read more
Feolino’s GURU 2025 post reflects on email marketing and related channels; Meurs’s UNBOUND post turns conference topics into a planning session, while another post examines AI adoption and the context teams need to use AI well.
Meurs focuses on B2B marketing, AI, CRM, and RevOps, using survey figures and conference remarks to frame operational questions.
Feolino focuses on lifecycle channels and retention in e-commerce.
Follow Jasper Meurs for B2B AI and marketing-operations analysis; follow Feolino for email, SMS, loyalty, and the people side of retention work.
For a campaign aimed at lifecycle, email, or retention marketing, this account is worth a narrow reach check: Feolino's LinkedIn profile had 857 followers on 2026-10-08, and the posts discuss email and SMS journeys, loyalty, retention, and coaching marketing teams.
Read more
That content can appeal to marketers working on retention operations.
Feolino's posts do not say who makes up the audience—job function, seniority, industry, geography, or engagement rate.
A buyer should not treat 857 followers as proof of a B2B e-commerce decision-maker audience.
Ask for recent LinkedIn analytics or an audience survey segmented by job function, seniority, industry, and geography, plus engagement on comparable lifecycle and loyalty posts.
The five posts cover employment moves, lifecycle and email marketing, team leadership, and conference attendance; none describes a sponsored placement, rate card, media kit, content-collaboration package, or public partnership policy.
Read more
In a November 2025 post, Feolino said they were building a case-study portfolio and offering free work in exchange for a testimonial, and invited direct messages.
This is a service trial offer, not a partnership format.
The brands named in the posts, including Trinity Road and its e-commerce brands, are described as employers, not sponsors or partners.
Ask Feolino directly whether they accept sponsorships or paid collaborations and what formats they offer.
Strong fit for a retention leadership role. The posts offer little detail on results; close that proof gap in the first two interviews.
Read more
Brief
A faith-led e-commerce company selling coffee and devotional products to U.S. Catholic households needs someone to own lifecycle and retention: audit existing email and SMS journeys, relaunch a loyalty program, and build a small specialist team.
Reasons
The scope matches almost exactly. A 90-day account lists audits of core lifecycle journeys, a first loyalty campaign, optimization across several e-commerce brands, cross-departmental collaboration on new journeys, and coaching marketing specialists to test strategies and read their own data. A later reflection on the same role adds automated email and SMS journeys built to drive revenue, day-to-day management of a loyalty program aimed at retention, and help migrating multiple brands to a new email service provider.
The loyalty work is tied to how customers are meant to use the products, not just to points and discounts. That is the right mental model for this brief: connect program mechanics to a behaviour the brand wants to change.
Team building is demonstrated, not just claimed. Feolino trained an intern in lifecycle marketing and journeys, onboarded a first direct report, and supervised and coached marketing specialists. A public post asking experienced leaders for advice on a first leadership role also signals an appetite for mentoring that a development plan can build on.
The channel plan aligns with the brief. The stated career decision is to stay in email while expanding into SMS and push—the channel set this role covers.
The mission framing matches the audience. Roles are described in relation to feast days, the brands are presented as helping customers encounter Christ, and a coffee brand is named as a personal highlight. For a faith-led retailer, that is an asset, not a translation problem.
Limits
The material includes no performance figures: retention rates, repeat-purchase lift, list sizes, revenue attribution, or results for the loyalty campaign. The claim that the journeys drove revenue is self-described and unquantified.
The posts contain five short entries, but no case studies, dashboards, or long-form work samples. Before an offer, ask for before-and-after journey metrics, a sample audit or lifecycle map, and a reference from a direct report or manager. Treat the free work offered in exchange for a testimonial as portfolio-building, not as a track record.
When to choose a specialist
Reject a campaign that requires work the posts do not show Feolino doing, at a reach level the account cannot currently support.
Read more
Brief
A consumer fintech or DTC SaaS brand wants a paid sponsored-content partnership: LinkedIn posts and short video to reach B2B decision-makers at scale, with a reach or engagement guarantee.
Reasons
The posts document no partnership or sponsorship format: no rate card, media kit, content-collaboration package, disclosure statement, or published sponsorship policy. Sponsorship terms are unresolved, so the posts provide no basis for agreeing on deliverables or price.
The closest adjacent offer is a service, not a media package: free work in exchange for a testimonial while building a case-study portfolio, aimed at e-commerce, apps, and SaaS brands. That is a trial engagement for hands-on lifecycle help, not paid publishing.
There is no basis for estimating reach. The account had 857 LinkedIn followers when observed, with no demographic, seniority, industry, geography, or engagement-rate data. A sponsored-post package priced on audience would rely on unpublished numbers.
The demonstrated work is in-house retention operations, not publishing to an audience. The posts show program design, journeys, migration, and coaching. They do not show a track record of building an audience, shaping editorial output to a brief, or delivering sponsored placements.
The commercial context is faith-led commerce. A secular fintech or general DTC SaaS brief would require the same retention thinking presented to a different audience; the material shows no example of Feolino doing that.
The reach expectation is also a mismatch. A paid-placement brief buys distribution; the evidence supports buying execution on journeys and retention—a different transaction with a different success measure.
A worked campaign example
Angle
Build the retention calendar around the church year, not discount cycles. First audit existing journeys and find where the brand already encourages customers to live liturgically with the products. Then turn that framing into a loyalty mechanic: status or rewards tied to naturally recurring habits—weekly coffee, seasonal devotions, feast-day gifting—instead of a points balance that pays out on spend. Route it through email and SMS, scope SMS as the new channel, and measure it separately so its contribution is visible.
Brief
A Catholic coffee and gifts retailer has subscribers who buy once, then go quiet. The working assumption is that the products carry a liturgical rhythm the marketing does not use, while the email and SMS journeys treat a devotional purchase like a generic consumable. The goal: increase the repeat-purchase rate over 90 days with a rebuilt loyalty flow and one new journey keyed to the liturgical calendar.
Gaps
No performance data is published for the described work, so this is a plan, not a proven playbook. The fit is also untested beyond faith-led commerce, and SMS and push are stated as expansion areas, not delivered work.
Plan
Days 1–14: audit core lifecycle journeys and map where a second purchase is prompted, which messages are transactional, and which brand is involved. In a multi-brand setup, a journey may be inherited from another storefront.
Days 15–30: rebuild the loyalty flow around one named behaviour, then write the feast-day and liturgical-season journeys that feed it. Set measurement before launch: repeat-purchase rate, time to second order, loyalty enrolment, and revenue per recipient on the new messages versus the old ones.
Days 31–60: launch the loyalty campaign and first seasonal journey. Give a specialist ownership of one journey—to run tests and report results—and establish a written testing ritual so that ownership continues beyond the engagement.
Days 61–90: review the numbers, drop messages that did not increase repeat purchases, and use the findings to brief the next quarter.
What to test first
Ask for one journey audit or lifecycle map with before-and-after numbers, and ask how the loyalty program was judged. Those answers will show whether the candidate can demonstrate the work, the key gap in an otherwise strong fit.
Why this fits the evidence
The 90-day sequence follows the work described in the posts: audit journeys before reworking them; launch and manage a loyalty program tied to how products are meant to be used; build automated email and SMS journeys; optimize across multiple brands on one email service provider; and coach a specialist to test and read their own results.
Choose Luke Moriarty over Raphy Feolino when the retention leadership need is really an operator: building a UK snack e-commerce business across Shopify, TikTok Shop, subscriptions and wholesale, and hiring the content and operations people who keep orders, creative and fulfilment moving.
Read more
The posts show Cool Hog recruiting a content and creative marketing manager and an operations manager, with responsibilities that include paid and organic social creative, order projections, capacity planning and scaling operational processes. For a DTC subscription brand that needs someone to run that kind of multi-channel growth, this is a closer match.
The tradeoff is lifecycle, email, SMS, loyalty and retention work.
The posts are job advertisements, not work samples; ask for journey maps, loyalty program results, retention metrics, deliverability data and examples of team coaching.
Against the same retention leadership decision, Luke Moriarty is a weaker fit than Raphy Feolino for the specific work needed.
Choose Basil Sadiq over Raphy Feolino when the role sits in HR tech, a talent marketplace or a mission-driven B2B content team and the main task is creating content for employers' college-recruiting decisions.
Read more
The posts show content marketing work at Handshake, a platform supporting 8M+ college students and recent grads, and a personal story of underemployment after 2010 that connects to opening Handshake to every student attending any college in America. For a brief that needs someone to explain early-career opportunity to employer audiences and build trust around that mission, this is a stronger match.
The tradeoff is lifecycle and retention operations.
The posts describe content marketing, mission storytelling and employer-facing communication.
Ask for examples of email or SMS journeys, loyalty program management, retention metrics and coaching a retention team.
For the same retention leadership decision, Basil Sadiq offers audience and content orientation, but the posts do not show the operational retention work described by Raphy Feolino.
Choose Jasper Meurs over Raphy Feolino when the role is tied to HubSpot, RevOps or AI-adoption content and event programming rather than lifecycle retention.
Read more
The posts show event planning and speaker curation for UNBOUND26, a virtual game-plan session with nine speakers, and a clear point of view on AI: 44% of organizations reported significant workforce AI adoption, but AI with bad context can be worse than no AI, so teams should check CRM data, documented ICP, logged call notes and brand voice. For a SaaS or B2B company that needs someone to turn AI and context into content, events and campaign messaging, this is a better match.
The tradeoff is direct retention, email, SMS, loyalty and team-management work.
The posts show community and event content plus AI context commentary.
For a retention leadership role at an e-commerce or SaaS company, ask Jasper Meurs for examples of lifecycle journey ownership, loyalty program results and coaching direct reports; the posts show a different skill set.
Feolino's LinkedIn posts cover a leadership role announcement at Trinity Road, LLC, a first-week post naming The Catholic Company and Catholic Coffee, a ninety-day reflection on lifecycle and team work, a farewell post summarizing the same role, and a conference post on email, SMS, and push.
The posts do not show publication dates, so they are not dated here and the order implied by role changes is not confirmed; the account had 857 LinkedIn followers on 8 October 2026.
Comparisons with other creators draw on two posts each from three shortlisted profiles.
No campaign results, retention metrics, or list sizes; no case studies or work samples beyond these posts; no sponsorship terms, rate card, or media kit; and no audience demographic or engagement data are available.
These posts should be read as descriptions of work Feolino says they did, not as measured outcomes.
