Selected work
From AI ambition to everyday practice.
Business strategy, partner leadership, adoption, and product work all belong in the same story: turning ambition into a focused way to grow and deliver.
01Business strategy
02Relationships
03Useful products
Current leadership
Building an AI partnership into a focused growth engine.
As Slalom’s OpenAI business unit leader, Jessica brings executive relationship management, business strategy, partner operations, market enablement, and hands-on solution storytelling into one operating model. She has helped move the partnership from reactive activity toward clearer ownership, sharper market focus, and more tangible solution assets.
Her work includes designing the business unit offsite and 90-day strategy, launching a national pipeline review, enabling expert teams, and representing Slalom through client demos and partner events with OpenAI, Snowflake, and Databricks.
- Partner recognition
- Customer Impact Awardreceived from OpenAI
- Pipeline represented
- ~$151Min opportunity value
- Team leadership
- 6Partner Solution Leads hired and managed, each accountable for a region, an industry, and a $3M sales goal
01
- Company footprint
- 54offices in 12 countries
- Reach
- Globalinternal AI adoption
- Adoption lift
- 25%in 3 months with stakeholder- and role-based user guides
The challenge
The firm needed to model the transformation it was advising clients to make. Access to tools such as Microsoft Copilot, Salesforce Einstein, and internally built platforms was only the beginning. People needed relevant ways to use them in real consulting work.
The approach
Jessica connected the firm’s AI strategy to daily consulting work. She co-designed an AI Coaching Certification program, helped establish a global peer community, coached leaders, and created stakeholder- and role-based user guides that made each tool relevant to the people using it.
What changed
The role-based guidance increased adoption across the firm’s AI tools by 25% in three months. Leaders gained a clearer view of readiness, consultants gained trusted guides, and AI adoption became ongoing work with owners and feedback, not a one-time software launch.
02
- Learning
- 16+end-user sessions
- Champions
- 8network-building workshops
- Global reach
- 3regions: Central US, ANZ, and India
The challenge
A technically sophisticated, globally distributed workforce needed more than product access. Developers needed relevant examples, clear expectations, and a safe way to build confidence with a fast-changing tool.
The approach
Jessica partnered with GitHub specialists, developers, and program leaders in the Central US, Australia and New Zealand, and India. She shaped learning around real developer use cases, embedded practical prompt techniques, and used eight train-the-trainer workshops to establish an internal champions network.
What changed
The champions network continued the work through ongoing learning activities and a badge program that recognized progress. Surveys and direct feedback also gave leaders specific changes to make as the rollout continued.
03
- Executive audience
- 7C-suite and SVP leaders coached
- Leadership tool
- 1shared executive scorecard
- Board preparation
- 1Microsoft 365 Copilot prototype
The challenge
The executive team needed to build its own confidence with AI while determining who could visibly champion adoption across the organization. The CEO also wanted a practical way to prepare for the different financial, technical, and strategic perspectives represented on the board.
The approach
Jessica coached each executive individually, then created scorecards that helped the CEO understand readiness, strengths, and likely champions across the team. She also prototyped a Microsoft 365 Copilot agent using client-provided board materials and director profiles as knowledge sources.
What changed
The prototype helped the CEO anticipate board questions and prepare for high-stakes conversations. When she demonstrated it to the board, members were impressed by the practical, role-specific use of AI. The scorecards also clarified which executives were ready to champion adoption and where others needed support.
04
- Product
- FireflyAdobe generative AI
- Primary audience
- Creativedirectors and brand leaders
- Continuity
- Post-engagementadoption activities designed to continue
The challenge
Brand and marketing teams were exploring how Firefly could support expressive creative work without weakening the role of creators, brand standards, or governance. Creative directors and brand leaders needed to decide where the product belonged in their process and which uses were valuable enough to scale.
The approach
Jessica managed stakeholders across Adobe, Code and Theory, brand teams, and marketing teams while working alongside Adobe’s forward-deployed engineers. She focused testing on how people wanted to use Firefly, translated promising use cases into repeatable workflows, and helped scale them into a successful content pipeline.
What changed
The work produced a clearer set of scalable use cases and a content pipeline grounded in real creative workflows. It also established adoption and learning activities that could continue after the consulting engagement ended.
Working on the messy middle of AI adoption?
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