The problem was
never the screens.

A school-district foundation serving nearly 37,000 students and 5,700 staff needs one website to turn very different visitors (donors, graduating seniors, teachers and businesses) into gifts, applications and sponsorships.

Media Visionary designed and built the Foundation’s 2026 website: the mission up front, Donate on every page, named sponsor events, a grant video and transparency.

Leaving each visitor to work out their own path: which way to give, which scholarships apply, and what a gift actually funds.

A six-page concept for the next version: a scholarship finder, guidance before giving, a Pre-K-to-graduation program journey, and an impact page built from the Foundation’s own 2024–25 numbers.

AT&T was standing up a reseller channel: independent solution providers would package and sell AT&T connectivity as part of their own solutions. But the products, systems and fulfillment processes had all been built around AT&T's own direct-sales model.

Mapping the partner's full lifecycle exposed the gap: a partner could sell and submit an order, then had no way to see what happened to it — while their own customer was asking them where it was.

Launching a reseller channel on products, systems and fulfillment processes built for direct sales — with partners able to submit an order and then unable to tell their own customer what had happened to it.

An 11-month engagement across product, sales, engineering, development and operations determined what could technically be resold, what made commercial sense, and what a partner could actually support.

An Experience Design team inside the BNSF Fort Worth Innovation Center was executing screens for Quantum, an intermodal service spanning two companies. Development investment was approaching, and the design work was moving faster than anyone's understanding of the system underneath it.

Every team saw the Quantum initiative through a different lens — customer experience, operations, systems, data and ownership. Each perspective was valid, but no one had a complete enterprise view. Some of what was being designed assumed capabilities that did not fully exist yet, or that belonged to teams not yet in the conversation.

Major development proceeding against assumptions about systems, ownership and cross-company capabilities that had not yet been validated.

America's largest lawn care company had never sold its core services online. The entire sales process lived in call centers and with field technicians, and no two people sold the same way. Complex services like Tree & Shrub care were considered impossible to sell digitally.

The real sales methodology existed inside frontline behavior, not documentation. Going undercover as a new hire in the national call center made it visible — how the best salespeople actually diagnosed a property and built an offer.

Digitizing an assumed sales process instead of the frontline behavior that actually made the service sellable.