Selected work.
A closer look at my role, operational frameworks, and tangible business outcomes across Cadence Lab, Shinola, and NeuroSync.
The challenge
Service businesses with loyal customers but no lifecycle visibility — they couldn't tell you where customers stalled, why they churned, or which moments actually built loyalty.
What I did
I built customer journey diagnostics, onboarding and retention frameworks, and lifecycle maturity models, then translated all of it into a CRM and operating rhythm the team could run without me.
Clients went from intuition to a map: a clear view of the journey, the stall points, and the handful of moments worth investing in. CX language became decisions a team could act on.
The challenge
A corporate account portfolio inside a premium brand had to feel personal to every client while still operating at scale. Relationships were strong but unevenly tracked, and growth depended on memory.
What I did
I connected the high-touch client experience to a real operating model — Salesforce segmentation and process, clear account ownership, executive-facing communication, and a cadence that kept the personal touch from breaking as the book grew.
Account work became visible and repeatable without losing what made it feel bespoke. The portfolio had a system behind the relationships, not just goodwill.
The challenge
A clinical platform was closing deals faster than it could onboard them. Customers signed, then stalled — implementation lived in people's heads, adoption wasn't tracked, and renewals arrived as surprises.
What I did
I stood up the customer success motion end to end: a repeatable onboarding path, adoption checkpoints tied to clinical and operational use, account health signals the team could actually act on, and a renewal readiness review that started months before the date.
Onboarding stopped depending on individual heroics. The team could see which accounts were healthy, which were drifting, and what to do next — before a renewal conversation forced the issue.