Situation. A healthcare marketing team needed to ship a steady stream of pages and campaign assets under real constraints: multiple reviewers, tight timelines, and downstream template limits. The recurring failure mode was trust-eroding and expensive—copy would get approved, then change later when it hit design and build reality. That created rework, reopened decisions, and trained stakeholders to keep debating language that should have been settled.

What we did. We built a repeatable, AI-assisted copy workflow with governance that protected decisions. We tightened intake and alignment up front, standardized patterns that writers and reviewers could recognize, and created practical guardrails that reduced subjective feedback loops. We also designed for the last mile: we aligned writing rules to template constraints (including hard limits on paragraph length), and set a clear escalation norm—if copy needs a meaningful change after approval, we pull the original submitter back in rather than silently rewriting.

Impact. The team shipped faster because decisions moved upstream and stayed locked downstream. In internal tracking, the system supported material speed gains for repeatable page types (in some cases ~90% faster), helped sustain a high cadence of launches (55+ across 6mo), and returned meaningful capacity back to the team over time (~275+ hours over 6 mo).

Situation. In electrophysiology, generic messaging doesn’t survive contact with the audience. EPs can smell marketing language instantly, and the difference between “sounds good” and “clinically credible” is often a few words. The challenge across multiple launches wasn’t writing a single strong headline. It was building product messaging that was precise enough to be defensible, clear enough to be repeatable, and consistent enough to scale across launch touchpoints without drift.

What we did. We led product messaging work that supported three launches in the electrophysiology portfolio. We translated technical differentiation into clear, usable language, then structured it so teams could deploy it across channels without reinventing the story every time. That meant tightening the core narrative, clarifying what mattered most to the EP workflow, and creating language that held up in review—because it was specific, disciplined, and anchored in what the product actually does.

Impact. The launches moved with more consistency because the messaging had a stable center—teams weren’t debating the basics each time a new asset was needed. Review was easier because the language was built to be credible and constrained from the start, not “smoothed” after the fact.

Situation. A senior executive had a short intro presentation with a prospective customer. The typical risk in these meetings is predictable: the conversation collapses into feature comparisons, the room stays in “software shopping” mode, and the team leaves without a clear path to the next step. The goal here was different—to shift the frame early and create enough confidence to be invited back to make a full proposal.

What we did. We built the narrative to start with the end. Instead of leading with functionality, we led with outcomes and execution—because in ERP, the real failure mode isn’t that a platform can’t do something; it’s that implementation goes sideways. The talk track was structured as a guided journey from impact back to the enabling capabilities, so the audience could follow a clean line of logic: what success looks like, what it takes to achieve it, and why the approach reduces risk. We kept the language plain and spoken, built in transitions so it could be delivered without “reading,” and used a simple visual anchor that supported the story without turning it into a slide presentation.

Impact. The presentation was well received and did what it needed to do: it reframed the conversation around execution and outcome assurance, increased confidence in the team’s approach, and secured an invitation to return and deliver a full proposal.