I design the strategy
— then operationalize it.

A pre-seed AI company needed to pivot from selling basic workforce intelligence to something sharper: identifying where and how to embed AI and agentic workflows to actually transform how a business operates. The product, the proof, and the path to customers all had to be defined more or less from scratch.

Operating as interim Head of Transformation, I shaped the MVP and personalized it toward real customer needs; defined the base set of OKRs and KPIs the product would track to initiate and measure AI transformation; and built out the process for developing the sales material used to engage prospective customers. In practice, I de-risked the product-and-proof side of the business so the founder could stay focused on outreach and the raise.

A global technology and digital-payments leader was bottlenecked onboarding and managing its B2B partners. Bespoke, non-translating processes ran in parallel across business development, product, partner operations, marketing, legal, and business operations — slow, manual, and impossible to scale.

I designed an intake process that automated business development's partner questionnaire and automated the hand-off gate from BD into partner operations using process automation and triggers — replacing manual coordination with a system that moved partners through the funnel on its own.

A Fortune 100 technology leader had already invested heavily in a marketing tech stack for personalized campaigns — but couldn't achieve true personalization. The teams weren't structured for it, and the effort kept getting deprioritized because no one shared a clear vision of what they were building or why it mattered. The technology was in place; the operating model to use it wasn't.

Our charter was threefold: align the teams on one personalization strategy, determine what it would take to activate personalization on the existing tech investment, and design an operating model to harmonize the work. I built a product-centered pod structure that pulled together all seven relevant functions, defined the end-to-end process from persona identification to campaign delivery, and set clear roles and responsibilities across the flow.

An S&P 400 hospitality and vacation-ownership leader was replacing its existing systems with a single Source-to-Pay platform spanning its entire procurement organization — accounts payable, corporate finance, purchasing organizations, and property teams. A new system only delivers if people actually adopt it.

I built a change-management strategy that meshed top-down sponsorship with bottom-up buy-in, using organizational change champions inside each affected group to grow support from within and maximize adoption. Alongside the strategy, I created the training timelines, training approach, and training materials so every party knew the system and exactly how they'd use it day to day.