The Board of this trade association recognized it had not kept pace with the dramatic shift to digital. Tasked with turning around declining membership, we launched a collaborative structured innovation program where premier members could lean-in together to address some of the industry's most pressing data-driven marketing and media challenges. The result: our client demonstrated that its 100 year-old heritage isn't holding it back from being a trade force of the future.

In the face of an industry-wide trust problem, this venable brand had the capabilities, but lacked widespread recognition and credibility in establishing oversight across the digital media marketplace. We developed a strategy to lift this company's brand equity, while re-aligning its go-to-market and deliver strategy with industry demands. From flat revenue growth of the past, we helped this client get on track for 25% compound annual growth over the next three years. 

At a time when professional video content was still hard to find online, we led the pre-launch program office for what has become the premier, US digital video aggregation and distribution brand. After overseeing eleven interdependent workstreams and a team of consultants and employees from two joint-venture partners, this now highly-successful video portal made its public debut with a full slate of content and advertising partners on schedule and on budget.

After client losses, declining profitability and personnel turnover, we focused our attention on the client service delivery experience with the singular goal of making it easier for this agency to deliver great work its clients loved. We engineered discipline in all client-facing activities, and eliminated low-value administrative overhead. Retention rates improved and the agency held on to an existing at-risk client. And within twelve months, the agency reversed its losing trend with several major new business wins.

At the time, broadcast television sales teams were typically "throwing in" digital as bonus inventory. For this television network, the digital business was flat and the organization suffered a lack of alignment between the sales and product management teams. To reposition the organization for future growth, we matched our client’s business culture and capabilities with the “voice of the advertiser” and industry benchmarks. We established a digital growth playbook that nearly doubled digital revenues and drove up margins by 25% in 18 months.

To meet the potential of cross-platform digital content distribution, monetization and measurement, content owners must be able to keep track of the content. But the media and entertainment industry lacks any such identification -- there is no UPC for video assets. With a trade coalition of thirty high-profile brands, media networks and agencies, we demonstrated a $2.5 billion business case for standards in video asset identification through an in-market proof-of-concept. The result was the ratification of a technology standard that, when complete, will embed open-standard identification into all cross-platform video of the future.