LUMA Institute

LUMA’s Design Thinking programs were winning enterprise clients like Autodesk and Genpact, and its distributed team was stretched across 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 from an office down the hall from LUMA’s CMO and led company-wide meetings. 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 handoffs from Sales to Events and Onboarding. Marketing grew to five people producing videos and sales materials in-house, Sales reported working more closely with Marketing, and Mural acquired LUMA.