DOCUMENTED RESULTS
Measured by whether the business moved.
Payments · Private Equity · Consumer Goods · Professional Services · Nonprofit · Construction
A selection of independent work completed prior to July 2026
PAYMENTS & RETAIL
Acquired
Three months after the engagement closed, the acquiring firm cited AI strategy as a contributing factor.
A mid-market payments company serving 27,000 retailers had failed prior acquisition attempts. Marketing had no customer segmentation, no insight infrastructure, and no sales alignment.
A data hygiene review revealed 25% data inaccuracy and customer segments the business didn't know existed. Sales qualification response time dropped from 30+ days to one day. Marketing confidence increased across every measured capability. The acquisition followed three months later.
WHAT CHANGED
Sales qualification time: 30+ days to 1 day | Marketing team confidence up 60–133% across six capabilities | 25% data inaccuracy identified, along with previously invisible customer segments.
PRIVATE EQUITY
94%
reduction in campaign planning cycle
Agency spend down 30% per company across 11 CMOs.
A private equity firm brought together 11 CMOs from portfolio companies with aggregate revenues of $150M. Each was running marketing with limited internal resources, heavy agency dependence, and no systematic approach to customer insight or campaign testing, and the constraint wasn't budget.
WHAT CHANGED
Campaign planning: 3.5 weeks to 2 days across all 11 companies | Agency spend reduced 30% per company while content volume and precision increased | Each company moved to 8–12 targeted customer segments without adding headcount
All 11 participants rated the work Excellent: the only unanimous top score at their Annual Growth Conference.
ENTERPRISE / CONSUMER PACKAGED GOODS
4,000 Agents
built in 4 months
Enterprise AI program reaching 16,000 employees. Strategy and direct coaching.
An AI literacy program had uneven adoption across the business units driving results. Direct coaching reached 24 professionals across 8 global business units, each operating in a different market with a different resistance profile and a different definition of risk.
WHAT CHANGED
80% of neutral participants moved to daily use. Two-thirds of resistant participants converted to active use | Coached group outperformed the enterprise program on every adoption metric.
PROFESSIONAL SERVICES
Adoption held because practitioners drove it
A 27-person firm built an AI policy on professional trust. Pilots grew.
Clear boundaries were established between AI-appropriate tasks and human-essential judgment, with practitioner accountability embedded from the start.
Pilots expanded after the work concluded, driven by practitioners themselves, and adoption held because it was built on professional trust.
NONPROFIT TECHNOLOGY
Board and C-Suite Aligned
16 leaders. Two sessions. A shared vision for long-term impact, built to hold as conditions keep changing.
A national technology nonprofit had board and executive leadership needed to align on their strategic visions for AI Two working sessions resolved it, aligning 16 leaders, producing four publication-ready vision statements, and surfacing over $200K in grant opportunities including AWS Imagine, Microsoft Elevate, and the Google AI Opportunity Fund.
CONSTRUCTION LEADERSHIP
19 leaders across two markets
10x. Every idea mapped to a specific role.
Two construction firms in Houston and Atlanta, an industry ranking among the lowest in AI adoption nationally, brought leadership teams together for single-day sessions connecting AI capability to job site scheduling, safety compliance, HR, and field communications. 19 leaders across two markets generated 10x the documented AI opportunity ideas of prior sessions, each tied to a specific operational challenge.