• Email Copy - One of the emails delivered as part of the campaign.

II. Content Marketing and Thought Leadership

Challenge

Content marketing efforts at D2L - Wave were not consistently aligned with ideal customer segments, leading to limited engagement and unclear positioning. With the summer marketing strategy underway, the challenge was to create targeted, insight-driven content that resonated with core audiences and strengthened the brand’s thought leadership in the market. 

Approach

I used a structured approach to develop an insight-driven blog which aligned with ideal customer segments. This included building a research framework, scoping topics based on ICP priorities, weighing them in regard to the summer content strategy defined during the demand generation stage, and identifying overlaps to maximize relevance across target audiences. These insights were translated into clear, targeted content that strengthened thought leadership and drove engagement. 

Result

The approach drove higher readership and improved engagement across blog content. Aligning topics with ideal customer segments and campaign priorities increased relevance, strengthened brand visibility, and established a more consistent thought leadership presence. It also created a repeatable framework for developing targeted content at scale. 

Deliverables

• Content Framework - As part of the content marketing process, I developed a structured content framework to translate audience insights into targeted topics, creating a repeatable model for developing relevant content at scale across ideal customer segments. 

• Thought Leadership Content - As part of the summer content strategy, I developed this blog to deliver insight-driven perspectives aligned with ideal customer segments and broader campaign objectives. 

III. Customer Education

Challenge

Plan sponsors (one of the target market segments) at D2L - Wave had a documented pain point of not having a clear way to translate user interactions into measurable performance outcomes, limiting visibility into skill development across their organizations. Aligned with the strategy to strengthen client relationships through added value, the challenge was twofold: to make existing performance metrics more intuitive and accessible for plan sponsors, and to weave those metrics into actionable insights to drive decision-making. 

Approach

I led a cross-functional effort across Marketing, Product, and Sales/Customer Success, developing a structured proposal to secure stakeholder buy-in and generate alignment on the dashboard’s audience, objectives, and key metrics. Building on this foundation, I developed a KPI-driven dashboard report that translated platform data into clear performance indicators. This enabled plan sponsors to access live, actionable insights on employee activity, skill trends, and learning performance to support decision-making. 

Result

The dashboard report was fully developed during my internship, providing a functional prototype and framework for measuring user interactions. While the final product (the dashboard) rollout occurred after my internship, the framework was well-received by the stakeholders for its actionable insights and potential to support performance measurement across plan sponsors, addressing a major pain point of the target market segment.

Deliverables

• Plan Sponsor Dashboard Proposal - This proposal was to attain buy-in from the stakeholders across the product, marketing and customer support team to create a dashboard addressing a pain point for the plan sponsors (One of the Target Market Segments).

• Dashboard Report - A live, insight-driven performance report giving plan sponsors visibility into employee learning trends, departmental engagement, KPI-based performance, and actionable insights. 

IV. Product Narrative and Messaging

Challenge

B2B clients at Deloitte faced significant inefficiencies in testing recurring upgrades for cybersecurity software, with cycles taking up to six months and consuming substantial resources. Despite a clear operational gap, there was no defined product narrative or structured solution to address these inefficiencies in a scalable, marketable way. The challenge was to validate this unmet client need and define a compelling product narrative that clearly articulated value. 

Approach

I validated this unmet client need through stakeholder interviews and opportunity scoring, uncovering inefficiencies in the upgrade testing process. Based on these insights, I helped shape a solution framework and product roadmap, supported by competitive analysis to inform pricing and differentiation.  I then developed the product messaging, positioning it as “a crucial element in a streamlined upgrade process, effectively minimizing the time and labour costs associated with testing.” 

Result

The solution’s positioning and differentiated messaging clarified its value to clients, making it easier for them to understand the benefits of the upgrade framework. This strategic narrative strengthened adoption readiness, aligned internal stakeholders, and reinforced Deloitte’s credibility with enterprise clients, creating a solid foundation for subsequent go-to-market execution. 

V. GTM Strategy

Challenge

Following the narrative construction and positioning of the solution, its success depended on effectively reaching and converting the right enterprise audience. Without a targeted go-to-market strategy, there was a risk of underutilization despite clear product value. The challenge was to identify high-potential clients and develop a GTM approach that drove adoption while addressing internal financial considerations, as this product would essentially be replacing the managed services we provided to our clients. 

Approach

Building on the ideation and product positioning work in the Narrative & Positioning phase, I executed a stepwise GTM strategy:

1. Solution Building – Finalized the product requirements and pricing, matching the needs with the solution and balancing the financial risks of employee replacement through this product by internally positioning the framework as an add-on product package to our managed services. This idea received immediate buy-in from the internal stakeholders, propelling the project forward.

2. Message House Creation – Developed a messaging hierarchy aligned to client pain points and key benefits, incorporating differentiation vs competitors, to maintain consistency across sales and marketing communications.

3. Soft Launch (Alpha & Beta) – Piloted campaigns with a subset of Fortune 500 clients to test messaging, content, and timing, tracking early engagement metrics including email open rates, click-through rates, and webinar signups.

4. General GTM Launch – Rolled out campaigns to the broader target segment with clearly defined timelines, and channel allocation. Measured adoption using product registration numbers, early usage frequency, and feature engagement to assess resonance with clients.

5. GTM Continued (Post-Launch) – Iterated campaigns based on data from adoption trends, user activity, and feedback from account teams, optimizing messaging and delivery cadence to drive sustained uptake.

Result

The structured GTM approach successfully drove adoption of the upgrade framework across the Fortune 500 clients. By aligning campaign execution, delivery cadence, and client targeting with verified user needs, the solution reduced testing timelines from six months to two weeks, saving over 2,500 working hours. This adoption translated into approximately $200,000 CAD in realized value for Deloitte, demonstrating the effectiveness of transforming insights into innovation

VI. Strategic Marketing Analytics

Challenge

During my time at D2L - Wave, I realized that there was no clear way to correlate marketing investment with product adoption, limiting visibility into campaign effectiveness and ROI. Marketing and product data existed in silos, making it difficult to assess which efforts were driving meaningful user engagement. The challenge was to develop a solution that connected these datasets to enable measurable, insight-driven evaluation of marketing performance. 

Approach

I led a cross-functional effort with Marketing and Product teams to define key KPIs and establish a unified measurement framework. I then consolidated and refined data from multiple sources, creating compatibility between marketing performance data and product adoption metrics. Using custom formulas and dynamic pivot tables, I developed a dashboard that correlated product adoption with campaign activity, enabling detailed analysis across timeframes and client segments without relying on external BI tools. 

Result

The dashboard enabled a clear correlation between marketing efforts and product adoption, providing actionable insights into campaign effectiveness and ROI. It improved visibility into which initiatives were driving engagement, enabling more informed decision-making and optimizing marketing spend. The solution also established a scalable framework for ongoing performance measurement, bridging the gap between marketing activity and product outcomes. 

Deliverables

• Marketing Performance Dashboard