Big Problem When commercial investment in marketing budgets was reduced by approximately 40%, leadership still expected the business to maintain growth across five business units. Symptoms We need to be more strategic with spend. I need you to focus on near-term revenue. How do we know what actually generates revenue? The Context We had reached the point where intuition wasn't enough. Every commercial investment in campaigns, trade shows, websites, sales enablement, customer

Big Problem Colleges and universities faced mounting enrollment declines and increasing financial pressure. Although the marketplace offered new opportunities for collaboration, many institutional leaders viewed it as primarily a mechanism for exchanging courses rather than as a strategic tool for strengthening financial stability and expanding institutional capacity. Symptoms We are looking for ways to stabilize enrollment We need to ensure against “the cliff” How do we crea

Big Problem Commercial success depended heavily on individual sales representatives interpreting the product differently. Customers received inconsistent messages about capabilities, clinical applications, and expected outcomes, creating implementation friction, customer confusion, and unnecessary burden on clinical support teams. Symptoms Customers are expecting things that we can’t deliver. Clinical support keeps having to reset expectations. The Context Product capabiliti