The problem: Every PM was writing client emails from scratch. Response times were inconsistent, tone varied, and key information was regularly missing from handoffs

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What I built: A complete client communication library covering every stage of the project lifecycle, from kickoff to delivery, so the team had a consistent, professional voice regardless of who was writing

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Format: Word document library with categorized email templates, subject line guidance, and customization notes

 

What this shows:

• Process thinking and client management maturity

• Attention to professional communication standards at scale

• The ability to anticipate what information clients need at each stage, without being asked

The problem: When new project managers joined the team, there was no structured way to get them up to speed. Institutional knowledge lived in people's heads and was lost when people left

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What I built: An internal playbook documenting delivery standards, client communication norms, escalation paths, quality benchmarks, and process guides, creating a replicable system

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Format: Word document structured as a working reference guide, not a one-time read

 

What this shows:

• Ability to codify complex processes into teachable frameworks

• Cross-functional thinking, written for people joining mid-process

• Investment in team enablement and reducing knowledge dependency on individuals

The problem: The organization needed to make its products and content accessible. No accessible content framework existed, and several contracts were at risk of being lost due to compliance gaps

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What I built: A full accessibility program infrastructure, including internal education, client-facing operations, and content production standards, which directly protected contracts at risk of being lost

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Format: Vendor comparison framework, website accessibility brief, internal training materials, pricing documentation

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What this shows:

• Built and operationalized a full accessibility program from scratch

• Translated complex WCAG compliance requirements

• Established a formal partnership with Level Access, a recognized leader in digital accessibility

The problem: A brand new role with no communication standards, no established language for new product capabilities, and clients who were being handed off between teams without consistent context

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What I built: A communication library for the Creative Services Manager role, covering pre-sales support language, cross-functional handoff emails, and client-facing explanations of SaaS capabilities

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Format: Word document library organized by scenario and audience

 

What this shows:

• Ability to operate in ambiguous environments and create structure where none existed

• Cross-functional leadership, written for CS, Sales, and Marketing

• Product fluency, ability to translate technical capabilities into client-facing language

The problem: A new SaaS product needed to be introduced to both external clients and internal stakeholders in a way that was clear, compelling, and consistent, without an established playbook or presentation template

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What I built: Two decks: one explaining the product to external audiences in business terms, and one structuring the beta testing process for internal and client feedback. Both were produced without a template, without precedent, and while managing active client accounts simultaneously

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Format: PowerPoint presentations, one external-facing, one internal process deck

 

What this shows:

• Product knowledge and the ability to communicate it to different audiences

• Stakeholder management across internal and external groups simultaneously

• Executive communication, ability to translate technical product capabilities into business value

The problem: As the CS team was scaling and onboarding new members, there was no structured resource to bring someone up to speed on accounts, clients, processes, or standards. Knowledge was scattered, and turnover was accelerating

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What I built: A comprehensive onboarding playbook covering product knowledge, team structure, communication standards, escalation paths, and client-facing best practices

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Format: Word document structured as a living reference guide, designed to be updated as the product and team evolve

 

What this shows:

• Systems thinking, building infrastructure that scales beyond a single person

• Leadership without a title, proactively making the team more effective

• Product fluency across two product lines following a company acquisition

• Recognition by global leadership as the standard-bearer for client onboarding

The problem: Enterprise clients needed onboarding that connected product capabilities to their specific business goals. Through a company acquisition, knowledge was scattered, and turnover was accelerating

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What I built: A presentation designed and delivered for enterprise client onboarding sessions. Framed around the client's business objectives rather than product features. Used in live sessions with C-suite and senior stakeholders at global enterprises. Goran Mikic, our global department head, later used my onboarding approach as the global training benchmark for D-ID client introductions. My calls were reviewed by the global team as an example of how to introduce the product to clients

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Format: PowerPoint deck, designed for live delivery, adaptable per client industry and use case

 

What this shows:

• Executive communication, presenting to C-suite and senior stakeholders

• Product fluency, translating features into business outcomes

• Client-centricity, building content around what clients need, not what the product does

• Adaptability, presenting across industries, including pharma, financial services, and international organizations

The problem: With a company merger and major global team reorganization, the CS team needed a clear direction, a phased rollout plan, and ready-to-use tools, none of which existed

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What I built: A comprehensive strategic planning package developed proactively and without being asked, reviewed with my manager, and presented to global CS leadership. Final deliverables include: a CS team structure recommendation; a phased rollout plan across five phases; a client transition plan; a two-tab account mapping spreadsheet with health score tracking and dropdown validation; and a Salesforce and AI agent technical roadmap with four implementation options

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Format: Word document (strategic plan) · Excel spreadsheet (account map) · Excel spreadsheet (rotation & PTO calendar) · Word document (three-stage handoff system)

 

What this shows:

• Strategic thinking that responds to real team feedback, assessed six structural options, and presented them to leadership

• End-to-end change management, from structural assessment through client communication, global team rotation design, and a technical roadmap for AI integration

• Cross-functional influence across a 13-person global team spanning two regions, two time zones, and two languages