Our work

Before

Implementation knowledge lived with individual people and in informal practices. Training built on that would reproduce the same gaps that create delivery risk, and AI tools would only produce the confusion faster.

What we did

• Assessed the current state and the highest-risk knowledge gaps
• Defined an enablement blueprint with governance and a phased production plan
• Designed the instructional architecture before any content was generated

After

The Customer Education leader wireframed the module, got sign-off with minor tweaks, and used AI to generate and deliver the full course within 15 minutes. The company now has a repeatable production model for the rest of the program.

Before

Regions approached certification differently, with no shared definition. Programs carrying the label didn’t consistently meet the same standards for role relevance, rigor, or credibility.

What we did

• Defined what certification is and isn’t, with standards for certifications and badges
• Created a decision framework for when a topic warrants certification
• Built role-based certifications across product domains, from job roles to assessment blueprints

After

A shared credentialing language, clear criteria for which credential to build, and a repeatable method for role-based certification, applied across multiple domains and regions.

Before

Expectations for sellers and managers were defined inconsistently, so people developed against different standards. AI tools changed faster than any standalone AI course could be maintained.

What we did

• Translated sales roles into capabilities, proficiency statements, and progression
• Connected them to a modular curriculum and a shared taxonomy
• Embedded AI practices in seller workflows, so tools can change without breaking the model

After

One architecture for developing and evaluating seller capability across roles, now underpinning certification, the enablement catalog, and AI training.

Before

More than 12 teams created learning content in silos, with no link to business goals: multiple portals, duplicated processes, and wasted people and technology.

What we did

• Mapped audience overlap, strategies, and program goals across the company
• United the teams around one learning strategy and upskilled leaders in measurement
• Designed a new learning department, roles, and a change management plan

After

Leadership approved the new organization and hired a VP and program managers into roles that had never existed. The technology teams were unblocked to design one learning platform.

Before

The catalog taught customers where features lived, but not how to use them to reach their goals. There was no clear line between learning and the product behaviors the business cared about.

What we did

• Tied each program to a business goal using the 7D Framework
• Defined the capabilities customers actually needed
• Rebuilt 30 courses across six tracks around real work, not the interface

After

The client compared completers with matched accounts over 90 days. The rebuilt courses were associated with roughly 25–30% more growth in the behaviors they taught than the rest of the catalog.

Based on the client’s matched-comparison analysis; directional rather than causal.

Before

Measurement enablement content was spread across courses, battlecards, tools, and resources. Sellers could complete all of it without running better client conversations.

What we did

• Started from the target seller behaviors and worked backward
• Connected knowledge, a focused workshop, practice, field application, and manager coaching
• Reused existing content and filled only the real gaps

After

The pilot is underway and designed to show whether sellers run stronger measurement discovery. If it validates, the model extends to other teams without multiplying content.

Before

Early certification materials leaned on product topics and simple recall, without testing how partners plan, configure, launch, and support a real implementation.

What we did

• Built the certification from the job outward
• Organized it around six areas of implementation performance
• Reworked items to test configuration decisions and applied judgment

After

A job-relevant certification and an item set aligned to the decisions implementers make. Passing now indicates a partner can apply the methodology, not just recall the product.

Before

Despite in-product help and tutorials, smaller advertisers struggled with budget, attribution, and setup. The gap wasn’t the interface; it was advertising knowledge.

What we did

• Interviewed customers to separate product questions from capability gaps
• Designed an academy around personas and the decisions advertisers make
• Created differentiated pathways by experience level

After

Education expanded beyond product tutorials to build real understanding, and customers no longer all start with the same introductory content.

Before

Investors ranged from the merely curious to experienced. Resources were scattered, and Urbanitae needed to move each one forward without maintaining three separate academies.

What we did

• Mapped learner segments and the competencies they shared
• Designed one integrated curriculum with adaptive learning
• Added course- and path-level pre-assessments that recommend lessons

After

Thousands of learners, Best Training Initiative at the ASPRIMA-SIMA Awards 2026, and one of El Mundo’s 100 Best Ideas of 2026.

Read the full Urbanitae story

Before

The education team had three months to launch a full-day training program, with no internal resources or expertise to do it.

What we did

• Ran a rapid development process
• Built the full-day curriculum and scripts for three instructor-led sessions
• Built three e-learning modules and a 100-item certificate assessment

After

Launched on time and under budget, with NPS and completion rates matching or beating the team’s existing programs.

Before

Marketing inherited a certificate program of hour-long PowerPoint lectures, with completion under 10% and no in-house learning design expertise.

What we did

• Aligned learner personas with business goals
• Revised the program strategy
• Designed curriculum and instruction for five modules

After

Completion passed 50% within two months, improving the pipeline of marketing-qualified leads. The program owner was promoted with expanded scope.