CASE STUDY 1 (CONFIDENTIAL)

Scaling Operations for a High-Growth Coaching Organization

Client name withheld for confidentiality

Client Type: National coaching organization
Industry: Coaching, Education & Membership
Engagement Type: Operations Leadership
Duration: 3 years

The Situation

A seven-figure coaching organization in a rapid-growth phase, later recognized as an Inc. 5000 honoree in back-to-back years. Demand was strong. The operating structure was not built to scale.

The founder was deeply involved in day-to-day execution. Client onboarding was manual, team oversight was increasingly complex, and live programs, retreats, and conferences required significant coordination without standardized systems in place.

The Challenge

  • 15 coaches and 4 contractors with no centralized coordination

  • Manual onboarding and client lifecycle management

  • An 11k member community with no operational support model

  • High-touch programs lacking repeatable processes

  • Revenue-generating retreats and conferences requiring heavy coordination

Without operational intervention, continued growth risked founder burnout and long-term strain.

My Role

Operations & Program Manager. In practice, I owned the operational backbone of the business: the org structure, the systems, and the delivery model across programs, people, and events. My goal was to make the company runnable by someone other than the founder.

What I Did

  • Built and managed end-to-end client onboarding & lifecycle workflows in Kartra

  • Implemented systems to support high-growth programs and an engaged online

    community of 11,000+ members

  • Owned logistics and execution for retreats generating seven-figure revenue

  • Established coordination and oversight for a 19-person delivery team of coaches and contractors

  • Ran launch operations for live enrolment events, with the founder appearing only to deliver

Results

  • Increased qualified leads by 43% through rebuilt onboarding and delivery systems

  • Boosted program membership by 41%

  • Supported retreat and conference operations generating seven-figure revenue

  • Significantly reduced founder involvement in day-to-day operations allowing them to take 2 months off

  • Managed 19 person delivery team and guest speakers

The organization moved from reactive operations to a structured operating model that supported revenue growth and team sustainability at the same time. The founder went from being the bottleneck to being genuinely optional in daily operations, so they could focus on growing the business.

CASE STUDY 2

RevOps for an Online Education Company

Client name withheld for confidentiality

Client Type: Digital Education Company
Industry: Online education & creator business
Engagement Type: RevOps & Automation
Duration: 4 months

The Situation

A digital education company rebuilding its entire offer stack, with a large paid virtual challenge as the centrepiece. The challenge was a brand new revenue model with no precedent inside the business.

On top of that, a departing team member had left a broken CRM sync behind. Revenue tracking was manual, and there was no systematic way to identify which buyers were worth a sales conversation. I joined the team to help build and implement the new model.

  • A brand new tiered offer with no infrastructure behind it

  • Inherited CRM data sync broken mid-pipeline

  • No consolidated view of sales during a live launch window

  • Failed payments and abandoned carts going unnoticed and unrecovered

  • No lead qualification layer feeding the sales team

The Challenge

My Role

Business Manager leading RevOps, CRM, and automation. I joined the team implementing the new model and owned the revenue infrastructure layer: checkout and tier architecture, purchase workflows, lifecycle email, reporting, and the qualification layer connecting buyers to the sales team.

What I Did

  • Coordinated live events and theatrical screenings tied to the national launch

  • Managed actor, press, and community partnerships and grassroots outreach initiatives

  • Led content strategy focused on storytelling and community engagement

  • Optimized link-in-bio and promotional pathways to drive interest and action

Results

Architected the tiered offer and checkout

  • Configured full checkout across three ticket tiers with pricing logic, upgrade paths, and payment gateway integration

  • Built a mid-challenge upgrade path so entry-tier buyers could move to premium after purchase

  • Deployed the sales page and wired a community hub with tiered access levels unlocked by purchase

  • Scored and flagged high-intent buyers automatically for sales follow-up

Built the automation stack

  • Connected checkout, CRM, spreadsheets, and Slack into a single automated revenue pipeline

  • Built a daily sales report delivered automatically to the team via Slack

  • Built failed payment and abandoned cart alerting

  • Built automated routing of qualified applications to the sales team

  • Diagnosed and repaired an inherited multi-tool CRM sync failure, tracing it to mapping errors

The same infrastructure ran a second challenge without being rebuilt. At the equivalent point in the second cycle, the average ticket had risen from $162.71 to $185.54, and the top tier was tracking at roughly a third of buyers rather than an eighth, having sold past its own cap. That shift came from the tier architecture, not from a new build.

CASE STUDY 3

Launch & Event Operations for a National Film Release

Client: Hungry Eyes Media/ Mongrel Media – 40 Acres
Industry: Film, Media & Entertainment
Engagement Type: Grassroots Marketing & Event Operations
Location: Toronto (Hybrid)
Duration: Project-based

The Situation

Hungry Eyes Media was preparing for the national release of 40 Acres, with a strong emphasis on grassroots engagement, live screenings, and community-driven visibility. The launch required fast, coordinated execution across events, partnerships, and marketing channels.

The team needed hands-on operational support during a critical launch window where timing, alignment, and momentum were essential.

  • Coordinating multiple live events and screenings

  • Executing grassroots marketing under tight timelines

  • Driving visibility quickly for a national film release

  • Managing partnerships and outreach while maintaining brand alignment

There was little room for error, and momentum needed to be created and sustained throughout the launch period.

The Challenge

My Role

As Grassroots Marketing & Events Manager, I led the planning and execution of launch-related events and visibility efforts, ensuring timelines were met and audience engagement remained strong throughout the release.

What I Did

  • Coordinated live events and theatrical screenings tied to the national launch

  • Managed actor, press, and community partnerships and grassroots outreach initiatives

  • Led content strategy focused on storytelling and community engagement

  • Optimized link-in-bio and promotional pathways to drive interest and action

Tools & Systems

Used to support fast-moving launch execution and coordination

  • Airtable – project management, timelines, and launch coordination

  • Canva – visual assets for digital promotion and event-related content

  • Flodesk – email marketing and audience communication

Tools were selected to prioritize speed, flexibility, and visibility during a time-sensitive launch.

Results

  • Increased Instagram views from 645 to 32.4K within two months

  • Boosted profile visits by 1,496%

  • Generated measurable audience engagement during a critical launch window

  • Supported a smooth rollout for a nationally distributed film through on-the-ground execution

The launch achieved strong visibility and engagement through a combination of strategic storytelling, grassroots outreach, and structured execution, demonstrating the impact of strong operational leadership in fast-moving creative environments.