Kathleen
Fusco

Turning a payments vendor into the clinical trial industry's reference point

Greenphire was known for one product. To reposition it as an end-to-end clinical trial partner, I partnered with a leading industry organization on original research into trial payment delays and turned it into an annual benchmark, the Clinical Payments Study.

Each edition fed a year of press, 12+ conference and podcast appearances, and sales conversations about problems bigger than any single product.

The strategic call: stop marketing the product and own the problem. Payment delays frustrated every trial sponsor and site, and no one had data on them. Owning that data made Greenphire the authority on the whole category.

Making the case for radical reinvention in media and entertainment

Legacy media companies were cutting costs while Big Tech rewrote their industry. Working from a 6,000-consumer global survey, we built a point of view that argued incremental change was the real risk, and gave leaders a way to act on it: a reinvention spectrum and a THRIVE Index for scoring growth bets.

I took it to keynote stages at NAB, CES, and Shoptalk, pitched the data to national business press, and turned the report into client workshops.

The strategic call: make the point of view usable, not just provocative. The THRIVE Index gave executives a way to score their own bets, which turned a report into client workshops and sales meetings.

Letting Uber make the case to every other platform

Big platforms were sitting on rich user data but hadn't turned it into advertising revenue. Accenture could say it knew how. A client proving it would say it far better. I partnered with Uber to tell the story of building its advertising business in its own voice, then carried that story into ad-tech trade press, a CES stage Accenture shared with Uber, and a LinkedIn campaign aimed at platform executives.

The strategic call: let the client make the argument. Uber's results gave Accenture differentiation and proof no competitor could claim, and gave sales one asset that started the conversation on its own: if Uber found a new revenue stream in its data, what is your platform leaving on the table?

Taking a practice leader from no external profile to a go-to industry voice

He had deep expertise and zero third-party visibility. I mined his client conversations for contrarian, experience-backed takes, then packaged them as contributed articles, podcast appearances, and speaking pitches, borrowing credibility from client partners and top-tier outlets early on.

The strategic call: borrow credibility before asking for it. Early pieces were co-authored with client partners and placed with established outlets, so later solo pitches landed with a track record behind them.

Turning a research report into a sales tool

Only 6% of software companies had mature revenue operations. I led a research report that quantified the gaps in data, AI use, and leadership alignment, then went past diagnosis to a practical playbook executives could adopt.

I built it to sell, not just to publish: battle cards and talking points for account teams, launched alongside the public report.

The strategic call: build the sales assets alongside the report instead of after it, so account teams could use the findings in deals the week it launched.

Getting a whole company, and its clients, to actually use AI

Buying Copilot licenses is easy. Getting people to change how they work is not. I built a quarterly webinar series with Microsoft around role-based "day in the life" sessions for sales, operations, marketing, admin, and finance, so every attendee saw their own job in the demo.

I paired the training with thought leadership on AI safety and security, which answered the question that stalls most rollouts: is this safe to use here?

The strategic call: organize training by role, not by feature. People adopt a tool when they see their own workday in the demo.