Selected Corporate Experience

Practical work samples.

Twenty years inside organizations informs my consulting approach.

An ascending sculptural stone bridge and teal glass ribbon reaching an open portal above calm water

Employer and program details remain confidential. Verified consulting results will be added as the independent practice develops.

From human insight to a different experience

The examples below show two connections that inform my approach. Employee insight changed the response to a technology rollout. Audience insight shaped an executive engagement experience with a commercial outcome. Both come from corporate roles, not independent consulting engagements, and neither is a promise of results for a future transformation.

Featured case study

Uncovering the barriers behind a stalled technology rollout

Challenge

An organization pursuing a more innovation-focused operating model saw adoption of a new technology tool decline after a promising pilot. Leadership initially believed employees needed more training and stronger explanations of the tool’s importance.

Approach

This work came from one of my corporate roles, where I was employed as a consultant with marketing technology expertise. I developed a rollout approach combining an interactive employee feedback platform, role-based focus groups, and observations of daily work.

What we found

The research revealed a disconnect between executive assumptions and frontline challenges. Employees were being asked to learn new skills while managing existing work, and the tool introduced complexity that leadership had not fully understood.

Response

Working with the organization, we introduced recorded, scenario-based virtual training grounded in real work. We also established a requirement for executives to visit the field at least quarterly, with participation tracked as a leadership measure.

Shift achieved

The response broadened from employee training alone to practical enablement and measurable leadership involvement.

Outcome

Engagement with the technology increased, along with understanding of what inclusion meant for each person’s role and for the organization’s bottom line through more clients. People moved from talking about the tools to proactively volunteering to act as ambassadors for them.

Corporate experience

Building executive relationships that contributed 20% of annual revenue

The challenge

A technology company’s client relationships were concentrated at middle-management level. Limited access to executive decision-makers constrained opportunities to develop broader, longer-term enterprise partnerships.

The insight

Building executive relationships required a more personalized engagement model. Drawing on an understanding of the audience’s interests and social dynamics, I designed experiences that encouraged meaningful connections beyond formal sales conversations.

My contribution

In this corporate role, I developed an executive engagement strategy centered on smaller, exclusive gatherings and curated shared experiences. These settings created opportunities to build familiarity, deepen relationships, and engage senior stakeholders more personally.

The outcome

The strategy resulted in five key executive relationships that contributed 20% of the company’s annual revenue, supporting longer-term, enterprise-wide deals.

Sample deliverables

Inspect the work before commissioning it

These original, illustrative samples show the structure and specificity of a deliverable. They are not employer documents, completed client work, or evidence of achieved results.

Illustrative adoption friction brief

From AI access to an approved workflow

Challenge to investigate: Employees have access to an AI tool but continue preparing reports manually. The cause has not yet been established.
Evidence to collect: Observe report preparation, interview users and managers, and review approved task-completion data. Distinguish policy uncertainty from usability and capability gaps.
Working hypothesis: Unclear guidance about permitted inputs and output review may make the old process feel safer. Validate this before choosing an intervention.
Proposed response: Co-design an approved-use guide, a worked example, and a manager briefing. The policy owner approves the guidance; the delivery team pilots it.
Decision and ownership: The process owner decides whether to pilot. The enablement lead coordinates support. Review completed tasks and quality before expanding.

Illustrative leadership narrative brief

One story, visible in daily decisions

Strategic intent: Give employees a reliable way to produce a first draft, while keeping human judgment and approval accountable.
Leadership throughline: We are changing how the first draft is made, not who is responsible for the final decision.
Expected action: Use the approved workflow for eligible tasks, check the output against the quality standard, and escalate exceptions.
Manager reinforcement: Demonstrate a real task, clarify when the tool must not be used, and capture obstacles during team check-ins.
Proof to look for: Accepted outputs, fewer unnecessary workarounds, and clearer ownership. Confirm through workflow evidence and feedback, not message reach alone.

Specific corporate achievements and references will be shared only when they can be verified and disclosure is permitted. No employer endorsement or reference availability is implied.

View the sample adoption scorecard

Financial Services

Turning digital strategy into an employee experience people can use

Experience context

Enterprise environments navigating complex digital change

Related consulting framework

Experience-Led Transformation™

Challenge

Large digital programs often meet their delivery milestones while the employee experience remains fragmented, creating friction between the intended transformation and daily work.

Approach

Across corporate roles in marketing, communications, enterprise UX, and transformation, I have worked where strategy, technology, and employee behavior meet. That experience informs how I diagnose the lived experience, identify friction, and translate intent into practical moments of change.

Experience design

The work centers on making the target experience visible, sequencing change around real employee needs, and defining adoption measures before rollout begins.

Government and Economic Development

Creating one credible narrative across complex stakeholder systems

Experience context

Public institutions balancing multiple stakeholders and mandates

Related consulting framework

Story to Strategy™

Challenge

Public transformation requires leaders to align policy intent, operational decisions, employee communication, and public trust, often across many stakeholders with different priorities.

Approach

My corporate and public-sector experience has included shaping executive narratives, clarifying strategic messages, and connecting communication to the decisions and behaviors required for change.

Experience design

The approach creates a shared throughline, practical decision filters, and leadership language that can remain coherent from the boardroom to the front line.

Technology, Enterprise SaaS

Designing adoption into AI and technology change from the start

Experience context

Enterprise technology and innovation environments

Related consulting framework

Human-Centered Adoption Accelerator™

Challenge

Technology can be successfully deployed without becoming a trusted or valuable part of daily work. The challenge is rarely access alone. It is behavior, confidence, clarity, and experience.

Approach

Drawing on enterprise UX and digital transformation experience, I focus first on the behavior the organization needs, then design the signals, support, and early proof that make that behavior easier to adopt.

Experience design

The work defines meaningful first-use moments, reduces the cost of action, and establishes measures that show whether deployment is becoming sustained use.

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