CrystalGreenhouse

The challenge: A specialist agency recommended a new personalization platform, but securing a significant investment before demonstrating business value would be difficult.

My approach: Instead of asking leadership for a large investment upfront, I guided the agency toward a practical short-term solution using our existing capabilities. This allowed us to demonstrate early value, build internal support, and learn what a long-term solution would need to deliver.

The outcome: The early wins helped lay the groundwork for a larger investment. I then led the evaluation of personalization platforms, using what we had learned to assess business fit, technical limitations, and scalability. The company subsequently invested in a new solution.

The challenge: Expanding experimentation across multiple business websites meant working with product teams that had different goals, technology environments, and competing priorities. Their support was essential, but the initiative wasn't necessarily at the top of their agendas.

My approach: I started with their business priorities, not the platform. I researched each team's environment, anticipated concerns about workload and technical risks, and developed tailored use cases, roadmaps, and implementation plans. My goal was to make the opportunity relevant to their business and realistic to execute.

The outcome: Both product teams approved the roadmaps, began implementation, and initiated early experiments.

The value of enterprise technology isn't determined by what the platform can do. It's determined by what the organization is able to do with it.

The challenge: During a hiring freeze, my analytics and optimization team faced a significant backlog of projects without the ability to expand headcount. The expertise we needed existed elsewhere in the organization, but those teams had their own priorities and commitments.

My approach: I built partnerships with Enterprise Data & Analytics and MarTech, bringing contributors from both teams into a shared delivery model with aligned priorities, a common roadmap, weekly sprints, and quarterly planning. I also worked with MarTech to incorporate our needs into longer-term resource planning, while my team and I onboarded and trained supporting contractors.

The outcome: We completed prioritized backlog work, expanded our delivery capacity, and established a stronger foundation for ongoing collaboration. Our partnership with MarTech also developed into longer-term support.

Scaling a team's impact isn't always about adding headcount. It's about bringing the right expertise together and creating the conditions for people to deliver results.

The challenge: Customer behavior revealed an opportunity to convert more free-trial users into paying customers. The bigger challenge was turning that opportunity into measurable growth and creating an approach that could be repeated across different products.

My approach: As project owner, I developed the business proposal, secured leadership support, and brought Product, UX, Technology, and ecommerce teams together to execute the initiative. Building on its success, I created a case study and playbook to capture the approach and lessons learned. I also presented the results to the executive leadership team, outlining the technology investment needed to scale the framework more broadly.

The outcome: The initiative delivered significant conversion and revenue growth and expanded into additional professional education programs. Beyond the immediate results, we established a repeatable framework and a clearer business case for future investment.

A successful initiative proves what's possible. The greater opportunity is capturing what works, making it repeatable, and building the capabilities to scale it.