Between 2024 and 2025, I improved sales readiness and AEM content production for 20,000+ users.

I intentionally started without technology. Instead of letting the CMS define the problem, I worked directly with content, product, sales, and engineering teams to answer a simple question: what does success look like for you?

What emerged wasn’t conflict — it was misalignment. Each team had clarity in isolation, but there was no shared model for how sales readiness should work end-to-end. That gap—not tooling—was what limited scale.

From those insights, we defined a UX strategy grounded in shared outcomes and real operating constraints. The focus was on aligning mental models: how content moves, how sales teams access and use it, how product and engineering support it, and how the system adapts over time.

Only after that alignment did I reintroduce Adobe Experience Manager — not as infrastructure, but as an enabling system. AEM was positioned as the foundation that could support today’s needs while scaling sales readiness by role, region, and future state.

The final step was translating that strategy for executive leadership. Rather than presenting features or architecture, we used simple experience models and future-state narratives to show what changes because AEM exists. The executive presentation helped leadership clearly understand how AEM supports sales readiness today and scales into the future — giving them confidence to champion the model and align teams around it.

The result was a clear experience model leaders could champion, teams could execute against, and the organization could scale globally — without the technology ever driving the strategy.