Where narrative
meets number.

The company was repositioning from a known product category into a new one that didn't yet exist in buyers' minds. Without a shared vocabulary for maturity, sales teams had no way to anchor conversations beyond product features.

Designed a maturity model spanning four domains: culture, technology, compliance, and outcomes, with five maturity levels. Structured it as a self-assessment framework so buyers could identify gaps and prioritize investments. Briefed an industry analyst for external validation.

The model gave sales a tool to move conversations from product features to strategic readiness. Buyer meetings shifted from "what does your product do" to "where are we on the maturity curve." An industry analyst validated the framework, and it was prepared for launch at the company's annual user conference.

Customer marketing was fragmented: dispersed across field and hybrid roles, triggered only at renewal, with no unified strategy or measurement. The company had no data on whether marketing touchpoints influenced retention. Churn rates were rising.

Consolidated dispersed roles into a dedicated function. Replaced renewal-only outreach with continuous lifecycle touchpoints and built the measurement infrastructure to track engagement against retention outcomes.

Generated meaningful pipeline and new ARR in year one from a function that previously didn't exist as a unified team. Identified the first-ever correlation between marketing engagement and retention risk: customers who engaged with marketing churned at measurably lower rates. That gave leadership a data-backed case for increased retention investment even as company-wide churn was rising.

The CI team was underutilized. They had deep market insight, but their days went to one-off sales requests: battle cards, solution sheets, feature comparisons. A team capable of shaping how the company competed was stuck reacting to how it sold.

Started with the structural fix: scalable frameworks for the repetitive requests so the team wasn't buried in them. Then the harder work: helping them see that their value wasn't in saying yes to every ask, but in the market insight only they could provide. Once that clicked, the team started operating differently on their own.

Leader recognition in the core category. Strong Performer in an adjacent emerging one. The frameworks stuck, the mindset shift held, and a function that only served sales became a strategic input across the business.