Across internal projects and separate advisory engagements, I translated lead and client processes into CRM stages, ownership and handoffs. My involvement ranged from discovery, design and configuration to keeping stakeholder decisions and delivery moving.
Research to pilot
Growth with accountability
Years of cross-selling research and stakeholder education led to a working engagement-acceptance pilot. I contributed research, process and data-model design, and alignment with management.
BeforeClient-level credit
Credit for the original client relationship.
Working pilotEngagement-level credit
Credit for introducing an additional service.
Every new engagement, including work for existing clients, entered a structured review:
Scope and financial reviewAssess each new engagement’s budget and expected profitability.
Engagement lettersCreate or collect the required letter, reducing the risk of starting work before it was received.
Conflict and risk checksRoute each new engagement through conflict screening and risk review, including additional work for existing clients.
Acceptance reached a working pilot. Broader cross-selling research did not establish a deployed recommendation system or measured revenue result.
Research & alignment
Closer to the technical work
I researched infrastructure and delivery options and kept stakeholders aligned. Engineers chose and implemented the technical approach. That closer view of operations sharpened how I weighed maintenance, security and product priorities.