Cases
Selected work
Three cases that show what narrative architecture does when it meets real business pressure. Metrics are real. Company names are anonymized per client agreement.
Fortune 500 technology company, Latin America
The town hall that went from 30% to 78% engagement
78% active participation
engagement rate
The Problem
The leadership team's quarterly town halls were losing the room. Employees were checking phones, answering emails, and tuning out. The internal engagement score was below 30%.
The Approach
We applied the STORIED method to redesign the narrative architecture. The setup established why the quarter mattered to each employee. The tension surfaced the gap between the current trajectory and the potential future. The resolution was not a list of KPIs but a transformation story.
The Result
The next quarterly all-hands hit 78% active participation. Not because of better slides or more rehearsal, but because the presentation was designed as a story the audience wanted to be in.
B2B SaaS startup, Series B round
The investor pitch that closed $12M in Series B
$12M
raised in Series B
The Problem
The founder had a strong product, solid metrics, and a capable team. But the investor pitch was a feature tour. The narrative was weak: no tension, no obstacle, no transformation.
The Approach
We rebuilt the pitch using STORIED. The setup reframed the problem from a nice-to-have to a must-solve. The tension showed what happens if the problem goes unaddressed for 12 more months. The resolution was not the product, but the customer's transformation.
The Result
The founder closed $12M in Series B. The lead investor later said: 'It was the clearest pitch we saw that quarter. We understood the problem, the stakes, and why this team was the one to solve it.'
Consumer goods company, global product launch
The product launch that became a category story
340%
above target first-month sales
The Problem
The product was good. The market was ready. But the launch presentation was a spec sheet with a price tag. The sales team had no story to tell. The channel partners had no reason to push.
The Approach
We designed the launch narrative as a category story, not a product story. The setup identified the cultural shift that made this product inevitable. The tension showed the consumer's frustration with the current options. The impact was a channel partner playbook that made the story easy to retell.
The Result
First-month sales were 340% above target. The channel partners reported that the story was the easiest they had ever told. The product did not just sell. It became the reference point for the category.