Product, Marketing, and Growth Challenges. Career Focus on improving outcomes.

The core problem was not the pricing page. Users had no path to a purchase decision that didn't run through a sales rep. Research surfaced where intent was highest and confidence was lowest, and that gap became the brief. Flows were prototyped at low fidelity, validated against real behavior in fast cycles, and hardened into production only once conversion signals held. The $10M+ ARR outcome followed from getting that sequence right.

The data existed. The problem was that reaching it required surviving an onboarding and discovery process that made organic growth within the product prohibitive. Users who found value couldn't find more of it without a manual hand-off. The entity modeling architecture came from mapping how different audiences actually searched, not from an SEO framework. Pages were templated and validated in small batches before scaling to 1.7M. The localized market report framework emerged late as an unmet need and became one of the highest-performing surfaces.

Three problems drove the work: inconsistent standards across 50 div and commercial bidding workflows, high friction between GCs and subcontractors at the collaboration layer, and data models too complex to support confident decisions at job-site pace. Research with both audiences surfaced exactly where each mental model broke down. The design system formalized those findings into reusable patterns so the next edge case cost less to solve than the last one.

Two compounding problems: design quality well behind user expectations, and almost no marketing or self-help content to support adoption without a direct sales touch. The engagement built here had to serve immediate product needs and survive a post-merger integration into a larger ecosystem. The upgrade architecture was built around observed drop-off behavior rather than assumed friction. When the platform was absorbed into ConstructConnect, the system absorbed with it. That outcome was designed for from the start.

A full platform migration without dedicated web engineering means every architectural decision carries compounded risk. The approach was phased rollout with conversion protection as the primary constraint. High-performing landing pages moved last, tested at each stage, and never migrated without a validated parity benchmark. Accessibility standards and structured data governance were set at the start. Retrofitting either at scale is a different and much more expensive problem.

Content ranged from fragmented to nonexistent depending on which legacy application a user landed in. No coherent help experience existed, only outdated articles and dead ends scattered across products. The rebuild created a unified surface and repositioned it as a pre-conversion qualification layer. Interactive product previews let high-intent users self-identify through engagement before reaching the sign-up wall, improving MQL-to-SQL quality without touching the acquisition funnel. The Gainsight CC migration made that behavior measurable for the first time.

Inclusive Design was the non-negotiable brief. The audience spanned volunteers, nonprofit administrators, and donors across a wide range of technical comfort and device access. CMS architecture prioritized maintainability by a small non-technical team over editorial flexibility. That was a deliberate tradeoff. Engagement, donation, and mobile retention lifts came from getting the baseline right for the hardest users to serve, which raised the floor for everyone.