LUMA Institute

LUMA’s Design Thinking programs were winning enterprise clients like Autodesk and Genpact, and its distributed team was stretched across B2B and B2C digital platform sales, trainings, certifications, on-site workshops, and physical products. Teams described the same offerings in different terms, and the confusion was reaching clients. LUMA also needed to build a marketing department, starting from one person. For three years I worked down the hall from LUMA’s Marketing Director as an embedded member of the team, leading work sessions and presenting to the company. I guided staff and leadership to a new value proposition, which the C-suite approved, then standardized the company’s brand names and terms. Every department got one searchable reference and a brand voice guide with examples and templates. New workflows set clear interdepartmental handoffs. I traced enterprise churn to specific onboarding moments. To address them, the Marketing Director and I built a CX function and worked with its first hire. Marketing grew to five people and produced videos in-house. Sales reported working more closely with Marketing, and Mural acquired LUMA.