The global enterprise that couldn't see its own funnel
A global audio-sensing company in 2B+ devices worldwide still marketed itself like the B2C sound giant it was 30 years ago. After its $850M acquisition in 2016, the CMO invited me to re-establish the brand's value differentiation in the parent company's portfolio through a website redesign.
How I worked:
- I brought their brand strategy into the present, then used the repositioning to bridge marketing and sales efforts into a unified B2B2C funnel.
- I facilitated collaborative cross-team workshops to ensure in-office and remote teams understood the new reality.
- Once they did, the stalled initiatives unstuck themselves: website relaunched as a marketing vehicle, unified CRM workflows, a dormant 50K mailing list reactivated, the 30th anniversary campaign turned into a customer acquisition channel, etc.
- The best part was watching the team get unblocked and set free!
- Leadership invited me to expand my work into other portfolio brands.
- After 10 months, I left, but my roadmap was used to launch a consumer and business web experience two years later.
The stealth startup with a big AI vision
This customer experience agency was also an AI stealth startup in disguise. While working on a B2B SaaS platform, they also were selling an AI vision to investors with deeper pockets. What leadership didn't realize was how the two competing concepts were confusing the team and endangering the launch deadlines.
How I worked:
- In 7 days, I changed how leadership understood the problem, got them aligned on two product visions, and gave them greater clarity on how to connect strategy and execution conversations across the org's hierarchy.
- In two weeks, the execution team—managers, designers, developers, etc—had completed two different product designs. The first could be launched for the client's deadline in 2 months. The second would demonstrate how it scales into an AI-powered reality for investors.
- We pivoted in the last two weeks of the engagement, and I integrated more AI-powered features into the first concept to help with scalability.
The Fortune 1000 global brand with a 4-month deadline
This global property-intelligence company had private investment talks on the table and wanted to relaunch their website with a new brand strategy — a real need, since the brand no longer reflected who they'd become. But rebranding alone was never going to fix what was actually broken: departments were operating in legacy silos, with no one responsible for bringing them together. The Senior Creative Director brought me in to get them unstuck.
How I worked:
- In two weeks, I had everyone aligned around one product roadmap.
- Across iterative sprints, I kept everyone moving on the same priorities for the next four months—how to integrate the new branding, how to product market all products, how to merge all services into a scalable SSO, how to change business unit workflows, etc.
- We shed 70,000 unnecessary web pages, and we hit the deadline that helped secure $6B in private investment.
- I brought in a trusted partner when the dev team couldn't hit the deadline due to a COVID outbreak.
- I activated their brand—repositioning them as a mission-driven business that spanned three industries.
- I then onboarded their new CMO and left a roadmap to continue scaling momentum after 10 months.
The startup with no systems to handle growth
An innovation lab with millions in government funding and a complex design-for-manufacturing chain had no connective tissue tying strategy to execution. The instinct had been to let the team sort it out on their own — which only split their focus further. Everything lived siloed in each person's head. They knew it; but they didn't know how to fix it. The founder and senior team asked me to figure it out.
How I worked:
- I built the operating systems—the shared source of truth, a weekly North Star cadence—as well as evolved how decisions got made, etc.
- Teams got more cross-functional and started building on top of my systems—using project management, design, AI, and CRM tools with greater regularity.
- I advised and collaborated with the founder on GTM priorities, quarterly product roadmaps, and building out a community strategy for passionate early adopters.
- My work helped new hires onboard more quickly, established the marketing and strategy teams in the org chart, and gave team leaders 5–7 hours back of their week.
The multi-city events business that couldn't scale
The founder knew the feast-or-famine business model wasn't scalable and the team was drowning in logistics, running on a patchwork of tools stitched into one flow with no room left to come up for air. The founder asked me to figure it out.
How I worked:
- Over 1 month, I gave the team clarity around their customer journey and workflow problems.
- I transformed how they might scale their business model through B2B partnerships and customers.
- I facilitated a workshop to aggregate team knowledge and translate it into growth opportunities they could validate through iterative experiments.
- The business now has a portfolio of revenue streams including virtual workshops, partnership opportunities, and a subscription-based community.
