Grayson McCall
HELLO, I'm Grayson!
I’m a communication major with a minor in Business at the University of Colorado Boulder. Motivated and results-driven aspiring marketing professional with strong foundational skills in leadership, creativity, and campaign strategy. Passionate about building on my current strengths while continuously developing new skills. Determined to gain valuable hands-on experience that contributes to impactful marketing initiatives and long-term growth.
- Northwestern - Organizational Leadership Certification
- Northwestern - Social Media Marketing Specialization Certification
- Michigan - Successful Negotiation: Essential Strategies and Skills Certification
- Meta - Social Media Marketing Certification
- Google - Digital Marketing & E-commerce Certification
- View All
Contact
- Denver, Colorado
- (303)-748-6909
- GrayMcCall2@comcast.net
Experience
- Freelance Website UI/UX Designer
- Denver Museum of Nature & Science
- View Full Resume
Education
- University of Colorado, Boulder
- Major | Communications
- Minor | Business
My Leadership Roles
During my sophomore and junior years, I was selected to serve as the Philanthropy Team Lead, a leadership role responsible for overseeing charitable initiatives and coordinating engagement efforts for an organization of more than 150 members. In this position, I managed communication across the team, ensuring members remained informed, motivated, and aligned with our philanthropic objectives. I developed and implemented comprehensive fundraising strategies designed to maximize participation, increase community awareness, and generate meaningful financial support for our charitable partners. This required balancing strategic planning with operational execution, including organizing and managing large-scale events that strengthened both internal engagement and external community relationships.
A central component of the role involved creating and executing targeted marketing and outreach campaigns to promote philanthropic initiatives. I worked to secure sponsorships, build partnerships with local businesses and organizations, and expand our network of supporters to increase the visibility and impact of our events. Through these efforts, we were able to significantly increase both event attendance and total funds raised. One of the most notable initiatives I led was our annual Philanthropy Week, Care for Cancer, a multi-day campaign dedicated to supporting cancer research and raising awareness within the community. I planned and coordinated an entire week of events, managing logistics, marketing promotion, sponsorship outreach, and member participation to ensure each event successfully contributed to our fundraising goals.
This experience required strong leadership, organization, and collaboration skills, as I worked closely with team members, organizational leadership, sponsors, and community partners to deliver meaningful results. The role strengthened my abilities in project management, strategic planning, and stakeholder communication, while demonstrating my capacity to lead mission-driven initiatives that generate measurable impact for both the organization and the broader community.
During my sophomore and junior years, I was selected to serve as the Apparel Team Lead, a role that required a combination of leadership, creative direction, and operational management to oversee the development of apparel for major organizational events. In this position, I led a team responsible for conceptualizing and producing custom apparel that reflected the organization’s identity while also generating excitement and engagement among members. I facilitated collaborative brainstorming sessions to generate innovative design ideas, encouraging team members to contribute creative concepts that aligned with event themes and organizational branding.
Once design concepts were developed, I implemented a structured selection process that included community voting to ensure members had a voice in the final designs. This approach increased engagement and helped ensure the apparel resonated with the broader organization. In addition to guiding the creative process, I managed the logistical and operational components of apparel production. This included overseeing budgets, evaluating cost structures, coordinating with vendors, and working with partner organizations to secure high-quality materials and efficient production timelines.
A key responsibility of the role involved maintaining a balance between creativity and strategic planning. I ensured that designs were visually compelling while also remaining financially viable and practical for large-scale production. Through careful vendor coordination and cost management, I was able to deliver high-quality apparel that met both aesthetic and financial objectives. This experience strengthened my ability to lead teams through complex creative processes, manage multiple project phases simultaneously, and deliver polished outcomes that supported both the organization’s branding and its broader event initiatives.
I was selected to lead a newly established team responsible for developing initiatives that strengthened community engagement, collaboration, and organizational culture. Because the team was newly formed, the role required building structure, defining objectives, and creating processes that would guide the group’s efforts moving forward. I applied leadership, creativity, and strategic planning to design events and activities that fostered meaningful interaction, encouraged teamwork, and strengthened connections across the organization. Establishing a clear vision for the team allowed us to focus on creating experiences that were both engaging and impactful for participants.
A key component of this role involved conceptualizing and executing dynamic events that brought members together in ways that encouraged participation and strengthened relationships. I led the development of event concepts, coordinated planning timelines, and organized team responsibilities to ensure projects progressed efficiently from initial idea to execution. Collaboration was essential throughout the process, as I worked closely with other teams and organizational leaders to align activities with broader organizational goals and ensure smooth logistical coordination. This cross-team communication helped maximize participation and created a more cohesive experience for members.
Leading this initiative required balancing creativity with practical planning, including managing resources, coordinating schedules, and adapting plans when necessary to maintain strong engagement. By establishing a structured approach to planning and execution, I was able to help the team deliver well-organized events that encouraged community involvement and strengthened internal relationships. This experience highlighted my ability to build initiatives from the ground up, lead teams through the early stages of development, and implement community-focused programs that create lasting value for both participants and the organization.
My Interests & Passions In Marketing
My Work
The Solution to Fast-Fashion is Loan2Own
Product Marketing Campaign | Campaign Strategy Building | Market Research & Implementation
Loan2Own is a circular fashion platform concept designed to address the environmental impact of fast fashion while making quality clothing more affordable and accessible to consumers. The platform introduces a flexible credit-based system that allows users to rent clothing and gradually transition toward ownership over time. By extending the lifecycle of garments and encouraging repeated use, the model aims to reduce clothing waste and promote more sustainable consumption patterns within the fashion industry. This approach aligns environmental responsibility with consumer convenience, creating a solution that supports both sustainability goals and evolving customer expectations for flexibility and affordability.
The concept was developed as part of a semester-long collaborative project that focused on integrating sustainable innovation with practical marketing strategy and product development. The project required evaluating market demand, exploring consumer behavior related to clothing ownership and rental, and designing a scalable platform that could realistically operate within the modern fashion ecosystem. Through this process, the team combined research, strategic planning, and creative problem-solving to develop a concept that not only addressed environmental challenges but also presented a viable business opportunity within the growing circular economy.
Formula One Arcade - Marketing Analysis & Redesign
Product Marketing Campaign | Campaign Strategy Building | Market Research & Implementation | Brand Redesign | Data Analytic & Research |
F1 Arcade is an experiential hospitality brand backed by Formula 1 and Liberty Media, operating across six US locations and eight globally. This project delivers a comprehensive two-part marketing analysis: a full audit of F1 Arcade’s current strategy — examining brand identity, target audience, competitive positioning, and channel mix — against the backdrop of a rapidly growing US F1 fanbase that has expanded tenfold from 5 million fans in 2018 to 52 million in 2025. The audit identifies four critical strategic gaps: no race calendar activation programme, no documented loyalty mechanism, absence from the two highest-density F1 markets in the US (Austin and Miami), and broad audience targeting that undermines the repeat visit frequency essential to eatertainment unit economics.
The second half of the project proposes a full campaign redesign built around a single strategic thesis — depth before breadth. The revised strategy repositions F1 Arcade from a novelty entertainment venue to the permanent home of F1 fan culture, anchored by the Race Calendar Strategy (24 races, 24 activations), a three-tier Race Pass loyalty programme, a College and Gen Z acquisition channel, and a revised geographic expansion roadmap prioritising Austin and Miami. New channel additions — F1 podcast sponsorships, Google paid search, and a campus ambassador programme — complement an increased TikTok presence to drive the primary KPI: four or more annual visits per customer, against Topgolf’s cautionary benchmark of 1.5.