Running a fee-for-service internal digital agency, building the measurement infrastructure that proved the platform's value, and designing the delivery model that made both sustainable.
The Texas Association of School Boards (TASB) operated an internal digital team as a fee-for-service agency — serving multiple internal clients and member organizations across public web experiences, secure member portals, content strategy, and digital marketing. School boards and district leaders were the clients, each with their own priorities, stakeholder structures, and definitions of success.
I was hired to bring structure to all of it: define how strategy translated into executable plans, build the measurement foundation that let the team demonstrate its own value, and deliver a headless CMS migration alongside the ongoing portfolio work. The challenge was running rigorous digital strategy and delivery inside an organization whose reason for existing had nothing to do with digital.
I led strategy and delivery for the internal agency: owning cost estimates, statements of work, budgets, invoicing, and client-facing advisory relationships across multiple concurrent divisions. I served as the primary delivery lead and advisor — the person internal clients came to for digital strategy, scope guidance, and prioritization decisions.
I also built the operational foundation the agency needed to work consistently: intake processes, estimation frameworks, governance documentation, and the measurement infrastructure that connected member behavior to the goals leadership actually cared about. None of that existed before I arrived.
Multiple internal client groups, each with different priorities, vocabularies, and definitions of success, needed to be translated into a single prioritized backlog of measurable objectives and site capabilities. The only way to do that honestly was to go and listen — not to feature requests, but to the business goals underneath them.
The focus groups were structured to surface what members actually needed, what behavior would tell us the site was working, and what was being asked for that didn't actually matter versus what nobody had thought to ask for yet. The result was not a wish list. It was a backlog tied to outcomes.
The analytics work at TASB wasn't reporting. It was infrastructure — built to answer a specific question leadership had never been able to answer before: what is the website actually doing for the organization?
I built the measurement chain end-to-end: starting with the focus group outputs, I designed a GTM tagging strategy aligned to the business objectives we'd surfaced in discovery. Tags fired on the behaviors that mattered — not pageviews, but goal attainment events. That GA data was then connected to Salesforce member records to create a view of the full user journey: site visit through member engagement and goal attainment. The visualizations in Tableau and Power BI made that journey legible to non-technical stakeholders in terms they could actually act on.
Step 1: instrumentation
GTM tagging strategy
Designed Google Tag Manager tagging aligned to the business objectives surfaced in discovery — not generic analytics, but instrumentation built specifically to capture whether goals were being met. Named events, governance documentation, naming conventions.
Step 2: integration
GA + Salesforce member data
Connected Google Analytics behavioral signals with Salesforce member records to create a view of the full user journey — from site visit to member engagement and goal attainment. Closed the loop between web behavior and organizational outcomes.
Step 3: visualization
Tableau and Power BI dashboards
Built executive-facing dashboards in Tableau and Power BI that translated the integrated data into goal performance. Non-technical stakeholders could see, for the first time, what the platform was actually doing for the organization.
Step 4: adoption
Stakeholder education
Educated stakeholders on interpreting and acting on the data — shifting the organizational mindset from "did we ship it" to "is it working." This was the step that made the infrastructure stick.
The measurement infrastructure was one thread. The platform delivery work ran in parallel and included a secure, personalized member portal on Kentico CMS — grounded in measurable enterprise goals and built to serve multiple member types with role-appropriate content and access.
I also program-managed a migration from Kentico to a headless architecture using Kentico Cloud (now Kontent.ai) — aligning business requirements, technical feasibility, and delivery sequencing across a team that included developers, content strategists, and multiple internal client stakeholders. The migration brought the content model in line with the organization's multi-site, multi-division operating reality.
Secure member portal
Led strategy and delivery of a personalized member portal on Kentico CMS — secure, role-appropriate access for school board members and district leaders, grounded in the measurable goals surfaced during discovery.
Headless CMS migration
Program-managed the migration from Kentico to Kentico Cloud / Kontent.ai — aligning business requirements, technical feasibility, and delivery sequencing. A headless architecture built for the multi-site, multi-division reality of a statewide member organization.
Agency delivery model
Managed the internal fee-for-service model across multiple concurrent divisions: cost estimates, SOWs, budgets, invoicing, and client advisory relationships simultaneously. Agency discipline inside an organization that had never operated that way before.
Cross-departmental governance
Established cross-departmental delivery processes — intake, estimation, project documentation, retrospectives — that improved quality, consistency, and accountability across a multi-site portfolio. Built to work without constant PM oversight.
The measurement chain — GTM governance, GA/Salesforce integration, Tableau and Power BI dashboards — gave the digital team a way to demonstrate its own value in terms leadership could act on. That had never existed before. The focus group methodology translated stakeholder needs into a structured, measurable backlog instead of a recurring cycle of feature debates. The delivery templates and governance documentation let the agency operate consistently without reinventing the process for every new client or every new project.
The headless CMS architecture left the organization on a foundation that could actually scale with its multi-division, multi-site needs. And the stakeholder education work — teaching people how to read and act on data — shifted the organizational mindset in a way that process documentation alone never could.
This is the engagement where all of it ran simultaneously: client-facing advisory work, platform delivery, analytics architecture, and the operational infrastructure that held the agency together. It's also the engagement that directly validated the analytics work an IT director had tried to discredit — and that led to PwC hiring me to do exactly that work at enterprise scale, at roughly triple the pay.