Meta's global sales organization relied on a patchwork of legacy tools, spreadsheets, and workarounds to manage their pipeline. Context switching and data silos cost thousands of hours per quarter and introduced error into critical revenue processes.
73% of sales reps reported spending more than 2 hours daily on manual data entry — time that could be spent selling.
Interviews across 5 global offices revealed 11 distinct tool combinations for the same core workflow.
Pipeline data inconsistency led to forecasting errors averaging 22%, undermining leadership confidence in sales data.
Texas Health was losing ~$4M annually as physicians referred patients outside the THPG network. I led 43 interviews and 17 observations across primary care physicians, navigators, and specialists — then synthesized findings into a journey map and five directional concepts that became the foundation for leadership's reform roadmap.
In a crowded DFW Heart & Vascular market, Texas Health wasn't being chosen by patients — they were being assigned. I led patient and physician research, plus a market scan of leading programs, to uncover where new services could differentiate the experience.
Beyond stakeholder interviews, I led a comparative analysis of 15+ innovations and 10+ leading programs in heart & vascular care — from FDA-cleared platforms like Eko to value-based care models at Thomas Jefferson University Hospitals and HonorHealth. These benchmarks gave Texas Health a sharp picture of where their program could differentiate.
Patients who described the best experiences consistently pointed to feeling a personal connection with their care team — not just clinical competence.
Patients believe the more procedures a facility performs, the more skilled the physicians become. Surfacing that signal builds patient trust.
Patients with great Texas Health experiences will drive any distance to keep that relationship. Proximity matters less than perceived quality of care.