Case Studies
How alignment, structure, and communication drive execution.
Rebuilding Operations and Team Structure from the Ground Up
Context
Youth athletics organization rebuilding operations, staff, and leadership structure.
Problem
Roles and responsibilities were unclear. Operations were inconsistent. Communication across staff and leadership was fragmented. The organization lacked structure, processes, and team alignment.
What We Did
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Defined roles, responsibilities, and hiring practices
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Rebuilt staff structure and re-established leadership alignment
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Implemented consistent meeting structure and core operational processes
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Facilitated working sessions to improve stakeholder communication
Improving Member Experience and NPS in a Call Center
Context
Regional call center with declining member experience and inconsistent engagement across teams.
Problem
Member complaints were increasing. NPS was underperforming. Staff lacked a clear framework for interaction goals. IVR queue and scripting created frustration. Call data was not aligned with member experience targets.
What We Did
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Designed and delivered an empathy-based training program
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Defined communication expectations aligned to experience goals
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Partnered with operations to adjust how call data was measured and re-aligned IVR call scripts
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Introduced feedback mechanisms tied to performance
Exceeding Telehealth Targets by 300%
Context
Healthcare client with high ER utilization and low telehealth adoption tied to a performance guarantee.
Problem
Data limitations restricted targeting. Messaging lacked coordination. Stakeholder alignment slowed execution and approvals.
What We Did
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Designed a targeted customer journey campaign
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Aligned stakeholders, legal, and client teams on messaging
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Established a structured approval and governance process
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Built reporting tied to performance milestones
Realigning a Website Launch Ahead of Open Enrollment
Context
National open enrollment website launch, with two months remaining before go-live.
Problem
The effort was driven primarily by IT and operations with limited business input. System logic did not reflect member experience in newly acquired business.
What We Did
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Identified gaps between system design and member experience
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Raised the issue in an executive forum with data examples
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Introduced journey mapping to reframe priorities
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Aligned IT and business teams on required changes
Outcome
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Re-established operational structure and team alignment
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Improved consistency in training and day-to-day operations
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Strengthened accountability and clarity across staff
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Increased parent engagement and trust
Why It Worked
Leadership commitment, clear structure, improved communication frequency, and facilitated working sessions reinforced alignment and consistency.
Outcome
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Improved member experience and call quality
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Laid the foundation for Responsible AI and Human-in-the-Loop methodology
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Increased NPS and consistency across teams
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Reduced variability in how members were supported
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Adopted as a national best practice following acquisition
Why It Worked
Structured empathy training, combined with changes to performance, IVR and call data measurement, aligned operations with member experience goals.
Outcome
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Exceeded telehealth performance targets by 300%
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Increased adoption of digital care
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Shifted utilization away from unnecessary ER visits
Why It Worked
A well-defined customer journey strategy, combined with stakeholder alignment, disciplined execution and collaboration on data usage, enabled precise targeting.
Outcome
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Improved alignment across IT, product, and business
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Stronger continuity and scalability in experience
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Increased confidence in launch readiness
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Stabilized execution ahead of go-live
Why It Worked
Clear communication of the issue, supported by data and established credibility, allowed critical changes to be made before launch.