After the project launched in October 2018, the core Yesler team held daily internal Agile meetings and monthly business reviews with stakeholders. Our team was based in Seattle, but members traveled or dialed in to meetings and strategy workshops held globally.
As of mid-2019, Yesler had cohosted two strategy workshops (with more planned) with the client’s go-to-market and marketing operations teams. The focus of the workshops ranged from technical implementation and marketing program development to overall demand center strategy.
Because the project was fluid—sometimes a change management task expanded into overall operational or marketing strategy—we consulted our internal experts as needed. A few helped our core team by consulting on martech strategy and technical implementation, including change management.
As inter-team operational support and strategy work continued, we refined and adjusted the services we delivered. These included:
Coordinating the implementation of the organization’s marketing automation tool and an intake platform (a marketer request tool). We created a requirements framework and advised on marketing automation and API integration.
Consulting on marketing operations, performance-tracking strategy, governance, tele-strategy, change management, and training and readiness materials.
Designing a unified look and feel for the demand center project. This led to creating a field marketing awareness campaign which included email templates, an interactive infographic, and animated video ads.
Performing a content audit and creating project playbooks and executive communications.