The Problem: The client wanted “non-traditional” applicants, those who did not see themselves as entrepreneurs, to participate in the Launch Program. However, there was no definition of what “non-traditional” meant or how to reach them. The Strategy: Co-created messaging and site design with our coalition partners, restructured the application to lower barriers to entry, and ran iterative ad testing to find which audiences and messages actually converted prospects to applicants. Results: 4x growth in applicants from the first cohort to the third, spanning game developers, peer-mentoring protocol creators, and health-education programs. Exactly the type of non-traditional applicants the client was…

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The Problem: A new executive order had prompted our federal clients to embrace a more user centered digital first mentality and they were looking for contractors that had expertise in these fields. While we had a wide array of talents, my company lacked consistent digital capability across its workforce. The Strategy: I designed and co-led an internally funded workforce development pilot program, built around key skill gaps, validated with SMEs, and structured so participants applied learning directly to live project work. Results: 72 participants trained, 116 certifications earned, 95% applied skills on active projects, 77% reported increased commitment to staying…

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The Problem: FYSB grantees struggled to find the resources they needed on The Exchange. Through years of beneficial but unguided development, the site had become a sprawling hub of competing priorities, with the navigation no longer able to support what the platform had become. The Strategy: Rebuilt the information architecture from the ground up using card sorting, and user flow analysis, then validated the new structure through moderated usability testing before launch. Results: Resource downloads up 54% (19.5 → 36 daily average) and return users up 30% (317 → 412) over six months — evidence that people were finding what…

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