Different problems,
same instinct

What I built

I built the program infrastructure around it: planning and OKRs, a cross-functional team, communications, a newsletter, global live events, volunteer operations, budget tracking, and 15+ SOPs and playbooks.

How I approached it

As demand grew, I focused on making the program less dependent on individual people. The live sessions became a major growth engine, so I ran the pipeline end to end: intake, prioritization, scheduling, executive briefings, logistics, communications, feedback and reporting. Sessions could attract thousands of Googlers and often involved senior leaders, including VPs, so the work meant balancing speed with careful stakeholder management and coordinating with teams such as HR and PR when needed.

The result

The program grew from roughly 31,000 to more than 56,000 Googlers in three quarters, reached employees across around 100 countries, and maintained 97% positive feedback. More importantly, it had an operating system behind it: processes, roles and resources that allowed a large global program to run consistently rather than relying on constant intervention.

What I built

I led the redesign of the central escalations site and brought more than 50 resources into one clearer experience, organized around what sellers were trying to accomplish rather than around the internal teams that happened to own the information.

How I approached it

The hardest part wasn't building the site; it was reconciling different needs. Sales wanted the fastest possible route to submit an escalation. Support wanted sellers to work through every criterion and troubleshooting step first. I brought both groups back to the shared problem: invalid escalations wasted seller time, created unnecessary work for Support and delayed resolution for customers. The data showed that three issues accounted for most invalid cases. Instead of exposing sellers to every possible rule, I surfaced those three prominently. That gave Sales a simpler experience while giving Support the intervention it actually needed.

The result

Invalid and out-of-scope escalations fell by 40%. The new site also gave sellers one primary place to find the guidance and troubleshooting resources they needed before escalating.

What I built

I developed the companion toolkit around the book, turning its ideas into practical exercises and resources. It gave readers ways to put the concepts into practice while also supporting lead generation and community engagement. For the coaching business, I created resources and frameworks Jenny could use with clients navigating complex career and leadership challenges. I also supported communications across LinkedIn, outreach, masterclasses and other channels as the business grew.

How I approached it

The starting point was often an idea rather than a detailed brief. I learned Jenny's voice and body of work well enough to take that idea and run with it — working out the right format, structuring the content, building the asset and iterating with her. The common thread was making sure everything had a purpose: who is this for, what should it help them understand or do, and what should happen next?

The result

The book launched with a practical toolkit that gave readers a way to put its ideas into action while creating opportunities for continued engagement with Jenny's work. The coaching resources became part of Jenny's work with clients and are being used to help them navigate complex career and leadership challenges.