On both the enterprise consulting and creative agency sides, I worked on over 20 accounts and teams, bringing my strategy, direction and design skills to pitch and win work, problem solve and deliver growth to both the firm and the clients.
I’d joined FutureState six months earlier. All-women-run B Corp business transformation shop in Berkeley. Then Accenture acquired FutureState, and the whole team ported in. I onboarded in the San Francisco office as visual design manager. Different scale, different politics, same work at higher stakes.
The work wasn’t a single engagement, it was a rolling stream of decks, workshops, client presentations, pitch work, and turnarounds. Fortune 50 scale where a single slide could shape a hundred-million-dollar decision.
Deck simplification became the specialty. Client teams would arrive with 150-page consultant walls of text. My job: translate that into 20 concise slides with refined vector diagrams a C-suite could absorb in 15 minutes. Every account, every industry, every day.
Live doodles on client Zoom calls became a signature. When a strategy session got stuck, someone would loop me in, share my screen, and I’d sketch what people were saying while they were saying it. Whiteboard drawings translated abstract strategic concepts into pictures the client could hold onto and defend to their board.
Also spent a lot of time on pitch work. Accenture’s growth came from winning new work with existing clients and expanding into new ones. I brought strategy, direction, and design to those pitches and wrote the concept, directed the design, delivered the pitch decks. Helped teams win and deliver growth to both the firm and the clients.
Across five years and over 20 accounts and teams (tech platforms, global airlines, athletic brands, consumer electronics, enterprise software, pharma, retail) the pattern held: at Fortune 50 scale, what wins isn’t the smartest strategist or the biggest team. It’s the ability to translate complexity into a picture the room can align around. The clearest translator.
Recognized twice with Accenture’s CEO-level "360-degree value" award, not for any single deep project, but for that specific capability delivered across the whole portfolio of accounts I touched.
That range is what I bring to founder work now. Five years across every industry at the highest client scale gave me a pattern library for how businesses actually make decisions, where they get stuck, and what unblocks them. Enterprise scale sharpened it. Founder pace is where it now runs.
Let’s talk about what’s on your mind.