LEARNER MOBILE · B2B SaaS · SHIPPED
From consulting firm to product-led company
Learner Mobile is the biggest product I’ve worked on. As Design Specialist I worked across three teams: consulting, on training design for enterprise clients; marketing, on the website, emails and brand assets; and engineering, on a full redesign of the admin experience. As Marketing Team Lead, I then relaunched the website as the product-led pivot took hold.
B2B SaaS
Product-led growth
UX
Go-to-market
Enterprise onboarding
MY ROLE
Design Specialist, then Marketing Team Lead (GTM, positioning, personas)
COMPANY
SVI / Learner Mobile. B2B SaaS, mobile training platform
TIMELINE
3+ years across both roles
OUTCOMES
Brandon Hall Silver. 37% YOY client sales lift. Full product-led rebrand
LET’S TALK
Building for real people
at scale?
I’m looking for an Associate Product Manager role on a team like yours. LinkedIn is the fastest way to reach me.
NEXT CASE STUDY
British Airways War Game →
1st place. Competitive strategy under live pressure.
OVERVIEW
I joined a consulting firm and helped turn it into a product company.
When I joined SVI, Learner Mobile existed as a product, but the company still ran as a consulting firm. Consulting drove revenue because the product couldn’t stand alone yet. The website was vague about who the software was for, and the platform UX worked but was hard to use.
Over three years I worked across every layer of the shift from consulting-led to product-led: the first website, the software UX, training design for enterprise clients, the product-led growth pivot, and a full website relaunch built on the new go-to-market foundation. The Brandon Hall award and the BSN Sports sales outcome show the work paid off.
THREE PHASES
How the work unfolded over three years.
2022
Joined SVI
Built the first real website
2023
Design Specialist
App UX and admin dashboard redesign
2024
Product-led pivot
Brand consolidated under Learner Mobile
2025
Brandon Hall Silver
BSN Sports: 37% YOY sales lift
2026
Marketing Team Lead
Website relaunch: 5 pages to 46
PHASE 1
Fix the foundation
Built the company’s first real website with clear positioning. Led a complete app UX and UI overhaul built on one insight: the content was a document dump that ignored how frontline workers use their phones during a shift. Designed the training experiences for Dillard’s, Lifespace, and BSN Sports.
PHASE 2
The product-led pivot
Consolidated the brand under Learner Mobile instead of SVI. The product had to lead without a consulting relationship. I pushed on where UX made assumptions the data didn’t support, and took on a website redesign already in motion. I got it to a better place, but it never fully worked, and that taught me what the next one needed.
PHASE 3
GTM from scratch
Moved into Marketing Team Lead and built the go-to-market function from scratch: three evidence-based personas, messaging, HubSpot, dashboards, and a help center. Then relaunched the website, growing it from 5 pages to 46.
FOUR DECISIONS
Four decisions that shaped the product and the company.
01
Rebuild the admin experience, ready for AI.
Learner Mobile is a mobile training platform for frontline teams in retail, auto services, hospitality, and health and wellness, used by companies like Dillard’s and BSN Sports to train employees on their phones. Admins use it to build that training and track how their people are learning. Working with engineering, I redesigned the admin experience end to end: how training gets built, with more than 12 new content elements, and how learner data reads. The new structure set the platform up for AI built into the admin side. User engagement rose 15% after the redesign.
BEFORE
AFTER
THE TRADEOFF
Admin work competed with learner features for dev time. I argued manager adoption is what drives company adoption.
02
Put the product brand first.
The pivot meant the website, sales story and product had to sell without a consultant in the room. I led the brand and website side, putting Learner Mobile first and consulting second.
BEFORE
AFTER
THE TRADEOFF
Consulting revenue had to shrink. We bet a clear product would reach a bigger market than consulting ever could.
03
Build personas from our best customers.
We had too many loose audience segments. I asked which clients succeeded most and what they shared, then built three personas from the answer.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations or COO running a distributed frontline workforce.
PAIN
Performance varies by manager and location, and new hires take too long to be ready.
INTERNAL SELLER
The Champion
Head of learning with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, and training people complete but don’t use.
CAN ACCELERATE OR STALL
The Influencer
HR leader who signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
THE TRADEOFF
Three personas meant leaving some buyers out. We picked focus over reach.
04
Set up training around each user’s job.
For BSN Sports, I designed the training around a sales rep’s real day. Content matched the moments before a meeting, during a demo and after a sale.
A SALES REP'S DAY
1
Before the meeting
Quick refresher
2
During the demo
Show the product
3
After the sale
Next steps
2-MIN REFRESHER
Know your customer
Review their last order
Note what has changed
Pick three questions to ask
2 min
QUICK REFERENCE
Show it, don’t read it
Features
FAQs
Tap to open
NEXT-STEP CHECKLIST
Close the loop
✓
Send the recap
✓
Confirm the order
Schedule a follow-up
3 steps
THE TRADEOFF
Setup took longer upfront. People keep using a platform built around their real work.
ENTERPRISE CLIENTS
Three enterprise clients, each with its own training design.
I worked directly with each client as the designer on their training. How the content was structured and sequenced decided whether their people kept coming back to the platform after launch.
For Dillard’s, Lifespace, and BSN Sports, I turned long manuals and slide decks into short, mobile-first lessons: choosing the structure, the order, the layout, and the interactive elements that kept people engaged.
Product Guide.pdf
Page 1 of 24
Read once, forgotten
→
Search
New Hire
Product Knowledge
Safety
Community
All
Recommended
Welcome to the Team
Your First 90 Days
Our Core Values
Know Your Market
Where We Work
Serving Customers
BEFORE
AFTER
01
Content architecture
What goes in each lesson
02
Flow sequencing
What comes next, and when
03
Mobile layout
Scannable on a phone, mid-shift
04
Interactive elements
Hot Spots, quizzes, video
RESULTS
What happened after these decisions.
37%
Year over year sales increase for BSN Sports after launching the field sales training I designed.
15%
Increase in user engagement after the admin redesign I worked on with engineering.
Silver
Brandon Hall Technology Excellence Award, Best Advance in Mobile Sales Enablement. I was the primary designer.
THE RELAUNCH
From 5 pages to 46: relaunching the website as a growth engine.
As Marketing Team Lead, I inherited no HubSpot setup, no pipeline visibility, no help center, and no messaging framework sales could use consistently. I built the foundation first: three personas reverse-engineered from our best clients, then HubSpot, dashboards, and the help center. The website relaunch is where it all shows up for buyers.
5 → 46
Website pages, relaunched
3
Evidence-based personas
3
Pricing tiers, built for self-serve buyers
WEBSITE NORTH STAR
“We don’t build training. We engineer readiness.”
The relaunch started with a full creative brief (positioning, voice, page-by-page vision) and wireframes for every page. Each page answers a question a buyer evaluating the product on its own terms would actually ask, including a three-tier pricing page with a hidden-costs comparison.
RETROSPECTIVE
What I’d do differently.
01
Talk to end users earlier.
Most UX insight came through L&D managers and sales directors instead of the frontline employees using the app. Hearing it secondhand added noise. I’d make the same calls, but talking to employees directly would have sharpened them.
02
Define success metrics before each redesign.
We discovered the 37% outcome after the fact. Instrumenting the platform in advance would have sharpened every decision and every case study.
03
Build personas before the pivot, not after.
We redesigned the product and website before we fully knew who we were designing for. The personas should have come first.
THE PM TAKEAWAY
Business strategy kept turning into product work.
The pivot to product-led growth was a business decision, and it needed product decisions to happen: UX, onboarding, the admin experience, positioning, and personas. Each strategic choice created a product requirement. I didn’t have a product title for most of this work, but I owned the outcomes.
LEARNER MOBILE · B2B SaaS · SHIPPED
From consulting firm to product-led company
Learner Mobile is the biggest product I’ve worked on. As Design Specialist I worked across three teams: consulting, on training design for enterprise clients; marketing, on the website, emails and brand assets; and engineering, on a full redesign of the admin experience. As Marketing Team Lead, I then relaunched the website as the product-led pivot took hold.
B2B SaaS
Product-led growth
UX
Go-to-market
Enterprise onboarding
MY ROLE
Design Specialist, then Marketing Team Lead (GTM, positioning, personas)
COMPANY
SVI / Learner Mobile. B2B SaaS, mobile training platform
TIMELINE
3+ years across both roles
OUTCOMES
Brandon Hall Silver. 37% YOY client sales lift. Full product-led rebrand
OVERVIEW
I joined a consulting firm and helped turn it into a product company.
When I joined SVI, Learner Mobile existed as a product, but the company still ran as a consulting firm. Consulting drove revenue because the product couldn’t stand alone yet. The website was vague about who the software was for, and the platform UX worked but was hard to use.
Over three years I worked across every layer of the shift from consulting-led to product-led: the first website, the software UX, training design for enterprise clients, the product-led growth pivot, and a full website relaunch built on the new go-to-market foundation. The Brandon Hall award and the BSN Sports sales outcome show the work paid off.
THREE PHASES
How the work unfolded over three years.
2022
Joined SVI
Built the first real website
2023
Design Specialist
App UX and admin dashboard redesign
2024
Product-led pivot
Brand consolidated under Learner Mobile
2025
Brandon Hall Silver
BSN Sports: 37% YOY sales lift
2026
Marketing Team Lead
Website relaunch: 5 pages to 46
PHASE 1
Fix the foundation
Built the company’s first real website with clear positioning. Led a complete app UX and UI overhaul built on one insight: the content was a document dump that ignored how frontline workers use their phones during a shift. Designed the training experiences for Dillard’s, Lifespace, and BSN Sports.
PHASE 2
The product-led pivot
Consolidated the brand under Learner Mobile instead of SVI. The product had to lead without a consulting relationship. I pushed on where UX made assumptions the data didn’t support, and took on a website redesign already in motion. I got it to a better place, but it never fully worked, and that taught me what the next one needed.
PHASE 3
GTM from scratch
Moved into Marketing Team Lead and built the go-to-market function from scratch: three evidence-based personas, messaging, HubSpot, dashboards, and a help center. Then relaunched the website, growing it from 5 pages to 46.
FOUR DECISIONS
Four decisions that shaped the product and the company.
01
Rebuild the admin experience, ready for AI.
Learner Mobile is a mobile training platform for frontline teams in retail, auto services, hospitality, and health and wellness, used by companies like Dillard’s and BSN Sports to train employees on their phones. Admins use it to build that training and track how their people are learning. Working with engineering, I redesigned the admin experience end to end: how training gets built, with more than 12 new content elements, and how learner data reads. The new structure set the platform up for AI built into the admin side. User engagement rose 15% after the redesign.
BEFORE
AFTER
THE TRADEOFF
Admin work competed with learner features for dev time. I argued manager adoption is what drives company adoption.
02
Put the product brand first.
The pivot meant the website, sales story and product had to sell without a consultant in the room. I led the brand and website side, putting Learner Mobile first and consulting second.
BEFORE
AFTER
THE TRADEOFF
Consulting revenue had to shrink. We bet a clear product would reach a bigger market than consulting ever could.
03
Build personas from our best customers.
We had too many loose audience segments. I asked which clients succeeded most and what they shared, then built three personas from the answer.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations or COO running a distributed frontline workforce.
PAIN
Performance varies by manager and location, and new hires take too long to be ready.
INTERNAL SELLER
The Champion
Head of learning with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, and training people complete but don’t use.
CAN ACCELERATE OR STALL
The Influencer
HR leader who signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
THE TRADEOFF
Three personas meant leaving some buyers out. We picked focus over reach.
04
Set up training around each user’s job.
For BSN Sports, I designed the training around a sales rep’s real day. Content matched the moments before a meeting, during a demo and after a sale.
A SALES REP'S DAY
1
Before the meeting
Quick refresher
2
During the demo
Show the product
3
After the sale
Next steps
2-MIN REFRESHER
Know your customer
Review their last order
Note what has changed
Pick three questions to ask
2 min
QUICK REFERENCE
Show it, don’t read it
Features
FAQs
Tap to open
NEXT-STEP CHECKLIST
Close the loop
✓
Send the recap
✓
Confirm the order
Schedule a follow-up
3 steps
THE TRADEOFF
Setup took longer upfront. People keep using a platform built around their real work.
ENTERPRISE CLIENTS
Three enterprise clients, each with its own training design.
I worked directly with each client as the designer on their training. How the content was structured and sequenced decided whether their people kept coming back to the platform after launch.
For Dillard’s, Lifespace, and BSN Sports, I turned long manuals and slide decks into short, mobile-first lessons: choosing the structure, the order, the layout, and the interactive elements that kept people engaged.
Product Guide.pdf
Page 1 of 24
Read once, forgotten
→
Search
New Hire
Product Knowledge
Safety
Community
All
Recommended
Welcome to the Team
Your First 90 Days
Our Core Values
Know Your Market
Where We Work
Serving Customers
BEFORE
AFTER
01
Content architecture
What goes in each lesson
02
Flow sequencing
What comes next, and when
03
Mobile layout
Scannable on a phone, mid-shift
04
Interactive elements
Hot Spots, quizzes, video
RESULTS
What happened after these decisions.
37%
Year over year sales increase for BSN Sports after launching the field sales training I designed.
15%
Increase in user engagement after the admin redesign I worked on with engineering.
Silver
Brandon Hall Technology Excellence Award, Best Advance in Mobile Sales Enablement. I was the primary designer.
THE RELAUNCH
From 5 pages to 46: relaunching the website as a growth engine.
As Marketing Team Lead, I inherited no HubSpot setup, no pipeline visibility, no help center, and no messaging framework sales could use consistently. I built the foundation first: three personas reverse-engineered from our best clients, then HubSpot, dashboards, and the help center. The website relaunch is where it all shows up for buyers.
5 → 46
Website pages, relaunched
3
Evidence-based personas
3
Pricing tiers, built for self-serve buyers
WEBSITE NORTH STAR
“We don’t build training. We engineer readiness.”
The relaunch started with a full creative brief (positioning, voice, page-by-page vision) and wireframes for every page. Each page answers a question a buyer evaluating the product on its own terms would actually ask, including a three-tier pricing page with a hidden-costs comparison.
RETROSPECTIVE
What I’d do differently.
01
Talk to end users earlier.
Most UX insight came through L&D managers and sales directors instead of the frontline employees using the app. Hearing it secondhand added noise. I’d make the same calls, but talking to employees directly would have sharpened them.
02
Define success metrics before each redesign.
We discovered the 37% outcome after the fact. Instrumenting the platform in advance would have sharpened every decision and every case study.
03
Build personas before the pivot, not after.
We redesigned the product and website before we fully knew who we were designing for. The personas should have come first.
THE PM TAKEAWAY
Business strategy kept turning into product work.
The pivot to product-led growth was a business decision, and it needed product decisions to happen: UX, onboarding, the admin experience, positioning, and personas. Each strategic choice created a product requirement. I didn’t have a product title for most of this work, but I owned the outcomes.
LET’S TALK
Building for real people
at scale?
I’m looking for an Associate Product Manager role on a team like yours. LinkedIn is the fastest way to reach me.
NEXT CASE STUDY
British Airways War Game →
1st place. Competitive strategy under live pressure.
LEARNER MOBILE · B2B SaaS · SHIPPED
From consulting firm
to product-led company
Learner Mobile is the biggest product I’ve worked on. As Design Specialist I worked across three teams: consulting, on training design for enterprise clients; marketing, on the website, emails and brand assets; and engineering, on a full redesign of the admin experience. As Marketing Team Lead, I then relaunched the website as the product-led pivot took hold.
B2B SaaS
Product-led growth
UX
Go-to-market
Enterprise onboarding
MY ROLE
Design Specialist, then Marketing Team Lead (GTM, positioning, personas)
COMPANY
SVI / Learner Mobile. B2B SaaS, mobile training platform
TIMELINE
3+ years across both roles
OUTCOMES
Brandon Hall Silver. 37% YOY client sales lift. Full product-led rebrand
OVERVIEW
I joined a consulting firm and helped turn it into a product company.
Over three years I worked across every layer of the shift from consulting-led to product-led: the first website, the software UX, training design for enterprise clients, the product-led growth pivot, and a full website relaunch built on the new go-to-market foundation. I reported directly to the CEO, led a team of my own (a marketing coordinator and a graphic designer), and partnered with sales, engineering, and outside agencies to get it shipped. The Brandon Hall award and the BSN Sports sales outcome show the work paid off.
THREE PHASES
How the work unfolded over three years.
2022
Joined SVI
Built the first real website
2023
Design Specialist
App UX and admin dashboard redesign
2024
Product-led pivot
Brand consolidated under Learner Mobile
2025
Brandon Hall Silver
BSN Sports: 37% YOY sales lift
2026
Marketing Team Lead
Website relaunch: 5 pages to 46
PHASE 1
Fix the foundation
Built the company’s first real website with clear positioning. Led a complete app UX and UI overhaul built on one insight: the content was a document dump that ignored how frontline workers use their phones during a shift. Designed the training experiences for Dillard’s, Lifespace, and BSN Sports.
PHASE 2
The product-led pivot
Consolidated the brand under Learner Mobile instead of SVI. The product had to lead without a consulting relationship. I pushed on where UX made assumptions the data didn’t support, and took on a website redesign already in motion. The site improved with each iteration, but I wanted it to be better than it was. That taught me what the next one needed.
PHASE 3
GTM from scratch
Moved into Marketing Team Lead and built the go-to-market function from scratch: three evidence-based personas, messaging, HubSpot, dashboards, and a help center. Then relaunched the website, growing it from 5 pages to 46.
FOUR DECISIONS
Four decisions that shaped the product and the company.
01
Rebuild the admin experience, ready for AI.
Learner Mobile is a mobile training platform for frontline teams in retail, auto services, hospitality, and health and wellness, used by companies like Dillard's and BSN Sports to train employees on their phones. Admins use it to build that training and track how their people are learning. Working with engineering, I redesigned the admin experience end to end: how training gets built, with more than 12 new content elements, and how learner data reads. The new structure set the platform up for AI built into the admin side. User engagement rose 15% after the redesign.
BEFORE
AFTER
THE TRADEOFF
Admin work competed with learner features for dev time. I found manager adoption is what drives company adoption.
02
Put the product brand first.
The pivot meant the website, sales story and product had to sell without a consultant in the room. I led the brand and website side, putting Learner Mobile first and consulting second.
BEFORE
AFTER
THE TRADEOFF
Consulting revenue had to shrink. We bet a clear product would reach a bigger market than consulting ever could.
03
Build personas from our best customers.
We had too many loose audience segments. I asked which clients succeeded most and what they shared, then built three personas from the answer.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations or COO running a distributed frontline workforce.
PAIN
Performance varies by manager and location, and new hires take too long to be ready.
INTERNAL SELLER
The Champion
Head of learning with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, and training people complete but don’t use.
CAN ACCELERATE OR STALL
The Influencer
HR leader who signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
THE TRADEOFF
Three personas meant leaving some buyers out. We picked focus over reach.
04
Set up training around each user’s job.
For BSN Sports, I designed the training around a sales rep’s real day. Content matched the moments before a meeting, during a demo and after a sale.
A SALES REP'S DAY
1
Before the meeting
Quick refresher
2
During the demo
Show the product
3
After the sale
Next steps
2-MIN REFRESHER
Know your customer
Review their last order
Note what has changed
Pick three questions to ask
2 min
QUICK REFERENCE
Show it, don’t read it
Features
FAQs
Tap to open
NEXT-STEP CHECKLIST
Close the loop
✓
Send the recap
✓
Confirm the order
Schedule a follow-up
3 steps
THE TRADEOFF
Setup took longer upfront. People keep using a platform built around their real work.
ENTERPRISE CLIENTS
Three enterprise clients, each with its own training design.
I worked directly with each client as the designer on their training. How the content was structured and sequenced decided whether their people kept coming back to the platform after launch.
For Dillard’s, Lifespace, and BSN Sports, I turned long manuals and slide decks into short, mobile-first lessons: choosing the structure, the order, the layout, and the interactive elements that kept people engaged.
Product Guide.pdf
Page 1 of 24
Read once, forgotten
→
Search
New Hire
Product Knowledge
Safety
Community
All
Recommended
Welcome to the Team
Your First 90 Days
Our Core Values
Know Your Market
Where We Work
Serving Customers
BEFORE
AFTER
01
Content architecture
What goes in each lesson
02
Flow sequencing
What comes next, and when
03
Mobile layout
Scannable on a phone, mid-shift
04
Interactive elements
Hot Spots, quizzes, video
RESULTS
What happened after these decisions.
37%
Year over year sales increase for BSN Sports after launching the field sales training I designed.
15%
Increase in user engagement after the admin redesign I worked on with engineering.
Silver
Brandon Hall Technology Excellence Award, Best Advance in Mobile Sales Enablement. I was the primary designer.
THE RELAUNCH
From 5 pages to 46: relaunching the website as a growth engine.
As Marketing Team Lead, I inherited no HubSpot setup, no pipeline visibility, no help center, and no messaging framework sales could use consistently. I built the foundation first: three personas reverse-engineered from our best clients, then HubSpot, dashboards, and the help center. The website relaunch is where it all shows up for buyers.
5 → 46
Website pages, relaunched
3
Evidence-based personas
3
Pricing tiers, built for self-serve buyers
WEBSITE NORTH STAR
“We don’t build training. We engineer readiness.”
The relaunch started with a full creative brief (positioning, voice, page-by-page vision) and wireframes for every page. Each page answers a question a buyer evaluating the product on its own terms would actually ask, including a three-tier pricing page with a hidden-costs comparison.
RETROSPECTIVE
Where I can improve
01
Talk to end users earlier.
Most UX insight came through L&D managers and sales directors instead of the frontline employees using the app. Hearing it secondhand added noise. I’d make the same calls, but talking to employees directly would have sharpened them.
02
Define success metrics before each redesign.
We discovered the 37% outcome after the fact. Instrumenting the platform in advance would have sharpened every decision and every case study.
03
Build personas before the pivot, not after.
We redesigned the product and website before we fully knew who we were designing for. The personas should have come first.
THE PM TAKEAWAY
Business strategy kept turning into product work.
The pivot to product-led growth was a business decision, and it needed product decisions to happen: UX, onboarding, the admin experience, positioning, and personas. Each strategic choice created a product requirement. I didn’t have a product title for most of this work, but I owned the outcomes.
LET’S TALK
Building for real people at scale?
I’m looking for an Associate Product Manager role on a team like yours. The fastest way to reach me is LinkedIn.
NEXT CASE STUDY
British Airways War Game →
1st place. Competitive strategy under live pressure.
LEARNER MOBILE · B2B SaaS · SHIPPED
From consulting firm
to product-led company
Learner Mobile is the biggest product I’ve worked on. As Design Specialist I worked across three teams: consulting, on training design for enterprise clients; marketing, on the website, emails and brand assets; and engineering, on a full redesign of the admin experience. As Marketing Team Lead, I then relaunched the website as the product-led pivot took hold.
B2B SaaS
Product-led growth
UX
Go-to-market
Enterprise onboarding
MY ROLE
Design Specialist, then Marketing Team Lead (GTM, positioning, personas)
COMPANY
SVI / Learner Mobile. B2B SaaS, mobile training platform
TIMELINE
3+ years across both roles
OUTCOMES
Brandon Hall Silver. 37% YOY client sales lift. Full product-led rebrand
ON THIS PAGE
OVERVIEW
I joined a consulting firm and helped turn it into a product company.
Over three years I worked across every layer of the shift from consulting-led to product-led: the first website, the software UX, training design for enterprise clients, the product-led growth pivot, and a full website relaunch built on the new go-to-market foundation. I reported directly to the CEO, led a team of my own (a marketing coordinator and a graphic designer), and partnered with sales, engineering, and outside agencies to get it shipped. The Brandon Hall award and the BSN Sports sales outcome show the work paid off.
THREE PHASES
How the work unfolded over three years.
2022
Joined SVI
Built the first real website
2023
Design Specialist
App UX and admin dashboard redesign
2024
Product-led pivot
Brand consolidated under Learner Mobile
2025
Brandon Hall Silver
BSN Sports: 37% YOY sales lift
2026
Marketing Team Lead
Website relaunch: 5 pages to 46
PHASE 1
Fix the foundation
Built the company’s first real website with clear positioning. Led a complete app UX and UI overhaul built on one insight: the content was a document dump that ignored how frontline workers use their phones during a shift. Designed the training experiences for Dillard’s, Lifespace, and BSN Sports.
PHASE 2
The product-led pivot
Consolidated the brand under Learner Mobile instead of SVI. The product had to lead without a consulting relationship. I pushed on where UX made assumptions the data didn’t support, and took on a website redesign already in motion. The site improved with each iteration, but I wanted it to be better than it was. That taught me what the next one needed.
PHASE 3
GTM from scratch
Moved into Marketing Team Lead and built the go-to-market function from scratch: three evidence-based personas, messaging, HubSpot, dashboards, and a help center. Then relaunched the website, growing it from 5 pages to 46.
FOUR DECISIONS
Four decisions that shaped the product and the company.
01
Rebuild the admin experience, ready for AI.
Learner Mobile is a mobile training platform for frontline teams in retail, auto services, hospitality, and health and wellness, used by companies like Dillard's and BSN Sports to train employees on their phones. Admins use it to build that training and track how their people are learning. Working with engineering, I redesigned the admin experience end to end: how training gets built, with more than 12 new content elements, and how learner data reads. The new structure set the platform up for AI built into the admin side. User engagement rose 15% after the redesign.
BEFORE
AFTER
THE TRADEOFF
Admin work competed with learner features for dev time. I found manager adoption is what drives company adoption.
02
Put the product brand first.
The pivot meant the website, sales story and product had to sell without a consultant in the room. I led the brand and website side, putting Learner Mobile first and consulting second.
BEFORE
AFTER
THE TRADEOFF
Consulting revenue had to shrink. We bet a clear product would reach a bigger market than consulting ever could.
03
Build personas from our best customers.
We had too many loose audience segments. I asked which clients succeeded most and what they shared, then built three personas from the answer.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations or COO running a distributed frontline workforce.
PAIN
Performance varies by manager and location, and new hires take too long to be ready.
INTERNAL SELLER
The Champion
Head of learning with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, and training people complete but don’t use.
CAN ACCELERATE OR STALL
The Influencer
HR leader who signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
THE TRADEOFF
Three personas meant leaving some buyers out. We picked focus over reach.
04
Set up training around each user’s job.
For BSN Sports, I designed the training around a sales rep’s real day. Content matched the moments before a meeting, during a demo and after a sale.
A SALES REP'S DAY
1
Before the meeting
Quick refresher
2
During the demo
Show the product
3
After the sale
Next steps
2-MIN REFRESHER
Know your customer
Review their last order
Note what has changed
Pick three questions to ask
2 min
QUICK REFERENCE
Show it, don’t read it
Features
FAQs
Tap to open
NEXT-STEP CHECKLIST
Close the loop
✓
Send the recap
✓
Confirm the order
Schedule a follow-up
3 steps
THE TRADEOFF
Setup took longer upfront. People keep using a platform built around their real work.
ENTERPRISE CLIENTS
Three enterprise clients, each with its own training design.
I worked directly with each client as the designer on their training. How the content was structured and sequenced decided whether their people kept coming back to the platform after launch.
For Dillard’s, Lifespace, and BSN Sports, I turned long manuals and slide decks into short, mobile-first lessons: choosing the structure, the order, the layout, and the interactive elements that kept people engaged.
Product Guide.pdf
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Product Knowledge
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Community
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Recommended
Welcome to the Team
Your First 90 Days
Our Core Values
Know Your Market
Where We Work
Serving Customers
BEFORE
AFTER
01
Content architecture
What goes in each lesson
02
Flow sequencing
What comes next, and when
03
Mobile layout
Scannable on a phone, mid-shift
04
Interactive elements
Hot Spots, quizzes, video
RESULTS
What happened after these decisions.
37%
Year over year sales increase for BSN Sports after launching the field sales training I designed.
15%
Increase in user engagement after the admin redesign I worked on with engineering.
Silver
Brandon Hall Technology Excellence Award, Best Advance in Mobile Sales Enablement. I was the primary designer.
THE RELAUNCH
From 5 pages to 46: relaunching the website as a growth engine.
As Marketing Team Lead, I inherited no HubSpot setup, no pipeline visibility, no help center, and no messaging framework sales could use consistently. I built the foundation first: three personas reverse-engineered from our best clients, then HubSpot, dashboards, and the help center. The website relaunch is where it all shows up for buyers.
5 → 46
Website pages, relaunched
3
Evidence-based personas
3
Pricing tiers, built for self-serve buyers
WEBSITE NORTH STAR
“We don’t build training. We engineer readiness.”
The relaunch started with a full creative brief (positioning, voice, page-by-page vision) and wireframes for every page. Each page answers a question a buyer evaluating the product on its own terms would actually ask, including a three-tier pricing page with a hidden-costs comparison.
RETROSPECTIVE
Where I can improve
01
Talk to end users earlier.
Most UX insight came through L&D managers and sales directors instead of the frontline employees using the app. Hearing it secondhand added noise. I’d make the same calls, but talking to employees directly would have sharpened them.
02
Define success metrics before each redesign.
We discovered the 37% outcome after the fact. Instrumenting the platform in advance would have sharpened every decision and every case study.
03
Build personas before the pivot, not after.
We redesigned the product and website before we fully knew who we were designing for. The personas should have come first.
THE PM TAKEAWAY
Business strategy kept turning into product work.
The pivot to product-led growth was a business decision, and it needed product decisions to happen: UX, onboarding, the admin experience, positioning, and personas. Each strategic choice created a product requirement. I didn’t have a product title for most of this work, but I owned the outcomes.
LET’S TALK
Building for real people at scale?
I’m looking for an Associate Product Manager role on a team like yours. The fastest way to reach me is LinkedIn.
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