https://jadcampbell.com Jad is for the people Wed, 15 Apr 2026 18:54:12 +0000 https://jadcampbell.com en https://jadcampbell.com/Main Mon, 05 Jul 2021 17:48:50 +0000 Jad is for the people https://jadcampbell.com/Main Let’s connect ︎jadforthepeople@gmail.comFolio ‘26 ︎Download CV Jad has built his career at the intersection of human-centered design and enterprise strategy — most recently leading AI GTM for Salesforce's Financial Services vertical, where he invented PRISM, built the Experience Strategy Group, and co-architected the JV structures connecting premier financial institutions to pre-market AI. He's drawn to organizations where safety and ambition aren't in tension — where building carefully is the competitive advantage.When I'm at my best, I feel like I'm continuing the work of the people who shaped how I think: Dave Gray, who taught me to make complexity visible. Bruce Mau, who showed me that design is the act of changing the world. Peter Schwartz, who taught me to see the future as something you architect, not something that happens to you. Editiorial The Map Is Not the Future. #strategicforesigh #scenarioplanning #AGI #enterpriseai #futures #responsibleai On scenario planning, the arrival of AGI, and why the people at the top of the mountain have a responsibility they cannot outsource. There is a particular kind of meeting that happens inside large enterprises right now, in boardrooms and executive offsites and strategy sessions across every regulated industry in the world. It goes something like this: Someone puts up a slide. The slide has a timeline. The timeline has milestones. The milestones have owners. The room nods. The meeting ends. And everyone walks out with a document that describes, in careful detail, a future that almost certainly will not happen. I've been in that room. Many times. And I've spent the last decade trying to figure out how to change what happens in it. The problem isn't that executives are bad at strategy. The problem is that the tools most organizations use for strategy were designed for a different kind of uncertainty than the one we're in. Roadmaps, forecasts, scenario trees, SWOT analyses — these are instruments calibrated for a world where the future is a more-or-less predictable extension of the present. Add 15% year-over-year. Extrapolate the trend. Model the adjacency. That model of uncertainty is gone. It has been replaced by something structurally different: a world in which the pace of AI capability development is fast enough to invalidate entire strategic assumptions within a single planning cycle. Not gradually. Abruptly. And we are not at the end of that acceleration. We are somewhere near the beginning of it. The institutions I work with — global banks, wealth managers, insurers, healthcare enterprises — are not naive about this. Their boards are asking hard questions. Their CDOs and Chief AI Officers are under real pressure to make consequential commitments with incomplete information. The problem isn't that they don't know the future is uncertain. The problem is that they don't have the tools to think usefully about uncertainty at this scale. That's what scenario planning was built for. And it's what most organizations are not doing. The goal of a scenario is not to predict the future. The goal is to expand the decision-maker's ability to recognize the future when it arrives — and to have already thought through what they would do if it did. This is a subtle but profound reorientation. The value of a scenario exercise is not measured by whether the scenario turns out to be right. It's measured by whether it changed the quality of the decisions made in the present. A good scenario is not a forecast. It's a rehearsal. Most of the strategy work I see in enterprise settings is trying to do the first thing — forecast — when what it should be doing is the second thing — rehearse. The result is organizations that feel prepared because they have plans, but are not actually prepared because their plans assumed a specific future rather than developing the strategic muscles to navigate multiple ones. The question I get asked most often, in one form or another, is: what should we do first? It sounds like an execution question. It isn't. It's a foresight question dressed in execution clothing. The answer depends entirely on which future you think you're in — and on whether you've built the cognitive infrastructure to change that answer when the evidence shifts. Organizations that sequence their AI investments well are not the ones with the best AI strategy documents. They're the ones whose leadership teams have a shared, grounded, regularly stress-tested view of the forces shaping their competitive landscape, and a clear logic for how that view connects to their investment decisions. Building that shared view is harder than building a roadmap. It requires a different kind of facilitation, a different kind of research, and a different kind of artifact. It requires someone who can walk into a room of senior executives, hold the complexity of genuine uncertainty without collapsing it into false confidence, and help the people in that room think more clearly than they would have without you. That's the work. It's not glamorous. It doesn't produce a clean deliverable. But when it's done well, it changes how an organization makes decisions — not for a quarter, but for years. Here is the thing I can no longer avoid saying directly: AGI is not a thought experiment. It is not a marketing term. It is not a scenario reserved for the speculative fiction section of the futures workshop. It is a near-term technical trajectory that the people building these systems — not futurists, not analysts, the engineers and researchers themselves — believe is measurable in years, not decades. And when it arrives, the question of whether humanity benefits or suffers will not be decided primarily by the technology. It will be decided by the decisions that were made — or not made — in the years before it arrived. By the governance frameworks that were built, or weren't. By the institutions that chose to lead, or chose to wait. By the technology leaders who understood that being at the top of the mountain is not a position of privilege. It is a position of obligation. I work with some of the largest financial institutions in the world. These are not abstract stakeholders in the AI transition. They are the infrastructure of economic life for hundreds of millions of people. The decisions their boards and executive teams make about AI adoption — what to build, what to govern, what to refuse — will shape the distribution of AI's benefits and harms at a scale that very few other institutions can match. When I walk into those rooms, I am not trying to help them win a competitive advantage. I am trying to help them make decisions worthy of the moment they're in. That is a different brief. It requires a different kind of foresight work — one that takes the full range of futures seriously, including the ones that are genuinely frightening, and helps the people in the room develop the moral and strategic clarity to act well inside them. The technology leaders at the top of the mountain — the ones with the relationships, the platforms, the distribution, the institutional trust — are not just participants in the AI transition. They are, whether they chose it or not, its stewards. That stewardship has a specific shape. It means building AI systems that accelerate human capacity rather than replacing human agency. It means designing adoption frameworks that distribute AI's benefits rather than concentrating them. It means being honest about risk in rooms where honesty is inconvenient. It means refusing the comfort of the roadmap when the roadmap is a fiction. Most importantly, it means doing the futures work seriously — not as an innovation theater exercise, not as a strategy offsite warm-up, but as a genuine practice of collective sense-making at the highest levels of organizational authority. Innovation, at this moment, is not neutral. It never was. But the stakes are higher now than they have ever been. The same capability that could accelerate human flourishing at unprecedented scale could, deployed without wisdom, without governance, without the hard work of imagining the second and third-order effects — accelerate something much darker. We do not get to be bystanders. Not at this altitude. Not at this moment. I don't think the answer is more prediction. I don't think the answer is more roadmaps, more milestones, more timelines that describe futures we've already decided we prefer. I think the answer is better questions, held with more rigor, rehearsed with more honesty, and acted on with more moral seriousness than most organizations currently manage. The map is not the territory. The forecast is not the future. But a well-built scenario — built on real signal, stress-tested against second-order effects, held by people willing to sit with the discomfort of genuine uncertainty — is the closest thing we have to a compass. The people at the top of the mountain did not ask for this responsibility. But they have it. The question is whether they use it. How might we build the foresight infrastructure — inside the most powerful technology companies and the institutions that depend on them — that converts AI's exponential capability into human acceleration, not human self-harm? This is foresight work. It is scenario work. It is systems thinking applied to the most consequential inflection point in the history of our species. It is the work I have been doing. It is the work I am not finished with.... Jad Campbell is a foresight practitioner who builds things. is a scenario designer who has tested his work in the most consequential enterprise boardrooms in the world. is a systems thinker who believes the most dangerous word in strategy right now is "probably." is someone who thinks the people at the top of the mountain owe something to everyone below it. Case, SF PRISM 26 sessions. 12 cities. One uncomfortable truth. #ai_gtm #prism #financial_services #hcd #research #salesforce #2024 A top 3 bank in North America wanted to be first. They came to Salesforce and Microsoft with the same ask: design a pilot that would produce insights, results, an innovation architecture, and a three-year roadmap. We ran Human-Centered Design workshops across 26 user groups and 12 cities. And then the problem arrived — every line of business had completely different needs. No shared center. No obvious universal play. We couldn't win the fight that was in front of us. So we built an agent to find the one we could win. The result was PRISM — now Salesforce's official AI prioritization framework across every industry. And a $64M TCV deal. We beat Microsoft.How we found what every banker actually needed Media<img width="1220" height="811" width_o="1220" height_o="811" data-src="https://freight.cargo.site/t/original/i/d35d347d15b7498fb2e60401ce2971daec7a8843547203d9b850cdcfe6692ecc/Screenshot-2026-04-15-at-1.03.45PM.png" data-mid="247252369" border="0" src="https://freight.cargo.site/w/1000/i/d35d347d15b7498fb2e60401ce2971daec7a8843547203d9b850cdcfe6692ecc/Screenshot-2026-04-15-at-1.03.45PM.png" /> Case, SF AI Joint Ventures You can't buy your way to first. You have to build it. #ai_gtm #joint_venture #innovation_architecture #financial_services #research #salesforce #2024 The world's largest banks are under enormous pressure to lead on AI. The risk of getting it wrong — regulatory exposure, data governance failure, reputational damage at institutional scale — is equally enormous. In that environment, a demo doesn't close a deal. Trust does. The Joint Venture model is built for exactly that tension. It starts with a senior leader whose charter is to accelerate the business through AI, and it ends with a blended Innovation Factory running a continuous engine from proof of concept to enterprise capability. Along the way, the bank gets pre-market access to AI functionality that doesn't exist yet. Salesforce's AI Research team gets something equally rare: real-world production data from the most regulated environments on earth.How we structure the deal nobody else can offer Media<img width="500" height="270" width_o="500" height_o="270" data-src="https://freight.cargo.site/t/original/i/cdde45eae6f0c8e72aac2b7da4f45d50e8ed7cdb8030f343be5b29534cef3e05/handshake.gif" data-mid="247249381" border="0" src="https://freight.cargo.site/w/500/i/cdde45eae6f0c8e72aac2b7da4f45d50e8ed7cdb8030f343be5b29534cef3e05/handshake.gif" /> Case, SF&nbsp;Innovation Arch Features get demoed. Futures get funded. #ai_gtm #innovation_architecture #platform_strategy #financial_services #enterprise_ai #salesforce #2023 Genie. CDP. Salesforce GPT. Agentforce. Four names. One product. Three years. The platform story was incoherent, the sales teams were cannibalizing each other's mindshare, and customers — understandably — had no idea what they were buying or why it would change their business. AI isn't a feature you turn on. It's the emergent capability of your data and your experience, working together. That meant the platform story had to start above the product layer entirely — with a picture of what the business could become, structured around four cases every C-suite needs to believe before they commit. The result is Innovation Architecture: The reason pilots become platforms.The four cases that turn confusion into conviction Media<img width="1222" height="813" width_o="1222" height_o="813" data-src="https://freight.cargo.site/t/original/i/0b07f2a3046512115d171d565121053334d2a068c342e543b58fc5b723b2a163/Screenshot-2026-04-15-at-12.07.16PM.png" data-mid="247249246" border="0" src="https://freight.cargo.site/w/1000/i/0b07f2a3046512115d171d565121053334d2a068c342e543b58fc5b723b2a163/Screenshot-2026-04-15-at-12.07.16PM.png" /> Case, SF&nbsp;X-Strategy The deal closes. The vision doesn't have to. #innovation_architecture #experience_strategy #financial_services #hcd #salesforce #2021 Professional Services at enterprise scale has a dirty secret: the deal closes, and the vision that sold it quietly evaporates. The executive who championed it moves on to the next fire. The implementation team, excellent at what they do, delivers the software. And somewhere between signed and scaled, the thing that was supposed to transform the business becomes a project plan. The Experience Strategy Group was the answer to that gap. A design-led innovation practice built inside Salesforce to meet the executive moment, carry it through implementation, and turn a point-in-time contract into a continuous engine for growth. $70M in revenue. 18 months. The methodology is now standard operating procedure for Salesforce's Professional Services teams.How we built it — and why the gap is the hardest part Media<img width="2182" height="1238" width_o="2182" height_o="1238" data-src="https://freight.cargo.site/t/original/i/7fbc2d85d9831157a9a78f8c72cc6c9f0d1df52ec612a975f1a1bc4bdc55e7e3/Screenshot-2026-04-15-at-9.23.38AM.png" data-mid="247242192" border="0" src="https://freight.cargo.site/w/1000/i/7fbc2d85d9831157a9a78f8c72cc6c9f0d1df52ec612a975f1a1bc4bdc55e7e3/Screenshot-2026-04-15-at-9.23.38AM.png" /> Case, SF Account Planning First-grade arithmetic was running enterprise sales. #ai_gtm #account_planning #enterprise_strategy #management_consulting #salesforce #2024 The Salesforce account plan was a spreadsheet. A document engineered to satisfy the FinPlan, not to guide it. Sellers worked backwards from a predetermined number, filled in the arithmetic, filed it, and repeated the exercise every quarter. Sales leadership thought they had signal. Q4 disagreed. The insight that changed everything: Salesforce wasn't selling SaaS anymore. It was selling platform transformation to the C-suite of the world's largest institutions. Management consulting doesn't end at contract close. Neither should the plan. Today the methodology lives in official Salesforce onboarding and across nine public Trailhead Trails. What started as a fix for a broken spreadsheet is now how Salesforce teaches the world to sell.From first-grade arithmetic to enterprise-wide vision Media<img width="1336" height="749" width_o="1336" height_o="749" data-src="https://freight.cargo.site/t/original/i/980a568d80bd9d09e04d44d92735027bc0fea3c201aa8d9490313b0cd086f2f2/Screenshot-2026-04-15-at-11.53.17AM.png" data-mid="247249073" border="0" src="https://freight.cargo.site/w/1000/i/980a568d80bd9d09e04d44d92735027bc0fea3c201aa8d9490313b0cd086f2f2/Screenshot-2026-04-15-at-11.53.17AM.png" /> Case, Evernorth Humanity as an act of disruption. #brand_strategy #brand_design #business_design #global #launch #2020 The American Health Care system is broken, and Cigna recognized that their acquisition of Express Scripts was an opportunity to cast off old clay and start over, this time with humans at the center, and a bold message for the Health Insurance industry—we are here to do what y’all don’t, won’t, or can’t.&nbsp; Health is the starting point of human potential. Without it, we can’t innovate, strive for more, or design our ideal future.&nbsp;So strap in, and keep up. We’re moving onward.Learn about the birth of Evernorth Media<img width="600" height="338" width_o="600" height_o="338" data-src="https://freight.cargo.site/t/original/i/f08195ab5b7918771c46728596f95595291dd3d791194554e9d69846ff41d0c4/Evernorth_Lead-In.gif" data-mid="113115262" border="0" src="https://freight.cargo.site/w/600/i/f08195ab5b7918771c46728596f95595291dd3d791194554e9d69846ff41d0c4/Evernorth_Lead-In.gif" /> Case, Lenovo Bezovich, Bezovich, Bezovich. #innovation#design_thinking#consulting#rapid_prototyping#experience_design #2015 The line between hardware and software is hard to trace, and breaking new products has become less a function of filling an unmet need, and more about plugging into a node of a ubiquitous ecosystem: Alexa, Google Assistant, Android and iOS, Peloton, Fitbit – which software does your wearable work with? So when one of the world’s most skilled hardware crafters approached us about securing their future, we began by finding them a doorway into the largest product pipeline ever created. Inspired heavily by the Spike Jonze masterwork Being John Malkovich (1999).Get weird with Lenovo Media<img width="600" height="338" width_o="600" height_o="338" data-src="https://freight.cargo.site/t/original/i/eae80ee4403e4db3e5e964edebaea3c2e0e654d0c5034824d43a3c6ec18c8e30/Lenovo_Lead-In.gif" data-mid="113115116" border="0" src="https://freight.cargo.site/w/600/i/eae80ee4403e4db3e5e964edebaea3c2e0e654d0c5034824d43a3c6ec18c8e30/Lenovo_Lead-In.gif" /> News, Cigna TL;DR IPG RFP FTW FKA AOR #leadership#design_ops#marketing_ops#transformation#global#2021 Imagine a jungle-thick field of acronyms, and your prize for deciphering them was a dollar amount with 8 zeroes in it. That’s about as close as I can get to a concise explanation of what it was like running Cigna’s largest re-org and vendor selection program in over a decade. When I landed at Cigna, I found a marketing function that ran two distinct ecosystems: Cigna ran with an AOR (McCann) and supplemented with internal Creative teams; Express Scripts worked primarily with their own internal Creative teams, and supplemented with dozens of niche agencies. Further even, over a hundred shadow marketing vendors served far-flung business leaders, creating varying degrees of off-brand tactics without the benefit of plugging into the stream of work that was already being done. By virtue, this system was inconsistent, and had challenges ensuring quality of work, and brand integrity. Alongside our new CMO, I defined a new research-based model, hired a search consulting firm—Burnett Collective, they were awesome to work with—and rounded up a group of Marketing, Comms/PR, and Strategy leaders to put something new in place: A bespoke agency crafted specifically to fit our needs by one of the big 4 holding companies. The majority of what ensued next is tangled under many layers of NDA’s, but the outcome was that IPG, the owner of our former AOR (McCann), beat out the competition, and fielded a team that blended talent and leadership from R/GA, MRM, Craft, and Initiative. Same holding company, new faces, mission, and operating model. In the end, we slashed our way through the jungle, and the view from the other side looks lush, and full of potential. Media<img width="349" height="270" width_o="349" height_o="270" data-src="https://freight.cargo.site/t/original/i/1f9bf6166309cc3c2c5572968e0dcf3ed8e74fc96d941ce27c4eb6051d08f912/obama_classified.gif" data-mid="113394160" border="0" data-scale="100" src="https://freight.cargo.site/w/349/i/1f9bf6166309cc3c2c5572968e0dcf3ed8e74fc96d941ce27c4eb6051d08f912/obama_classified.gif" /> Case, Edward Jones From Wall to Main to Easy. #experience_strategy#enterprise_web#consulting#transformation#experience_design#2019 Edward Jones has prided itself on being more Main Street than Wall Street, providing the average american with access to financial stability and a prosperous vision of the future, all cemented through a handshake across the threshold of their 6-panel exurban front door.And like many other vestiges of the Second Industrial Revolution, that version of the American Dream has aged like absolute milk. Over the last 20 years, phenomena like robotrading, retail investing, generational despair, and superstonks have revealed there’s much more occupying the space between Millennnial investors and their financial advisors than a sensible mahogany desk and complimentary mints.Helping Ed Jones get personal Media<img width="720" height="405" width_o="720" height_o="405" data-src="https://freight.cargo.site/t/original/i/39a7750e4aef69b79ee1944e358f13789242b4836c691fa517b246ea84a98466/Ed_Jones_Tabletop_Gif_Loop.gif" data-mid="114183454" border="0" src="https://freight.cargo.site/w/720/i/39a7750e4aef69b79ee1944e358f13789242b4836c691fa517b246ea84a98466/Ed_Jones_Tabletop_Gif_Loop.gif" /> Case, Express ScriptsA second dose of Humanol®. #brand_strategy#brand_design#service_design#pharma #rebrand#2021 Pharmacists didn’t go to college for 8 years just to ring out your late night Haribo fix at the back register. Like software engineers, their work, when done effectively, should be invisible. The practice of pharmacy keeps you, the patient in this hypothetical riff, safe from violent and potentially deadly drug interactions, allergic shock, and free of fraud and price gouging—so you can get busy, get better, or be more yourself while doing both. The same is not true of brands: they fundamentally fail unless their impact is seen and recognized. That’s why we took the task of rebranding the 2nd largest consumer pharmacy on Earth to a place where customers came face to face with the actual people under all of those white coats. Meet the new Express Scripts Pharmacy Media<img width="800" height="446" width_o="800" height_o="446" data-src="https://freight.cargo.site/t/original/i/521d5f8d7e4e7eb5cac3a3e0c81f8b481bb7ed9f749808ae8adb7aac8775f14f/Esrx_Loop_1.gif" data-mid="113412735" border="0" src="https://freight.cargo.site/w/800/i/521d5f8d7e4e7eb5cac3a3e0c81f8b481bb7ed9f749808ae8adb7aac8775f14f/Esrx_Loop_1.gif" /> Fun, Poster DesignOne rectangle, one circle, and seven triangles. #graphic_design#illustration#screenprinting#non-profit#nationalparks#contest Typehike is an organization that exists to bolster funding for our National Parks through the power of art and beauty, so we can all get out more into the wilderspaces of our country. They generate hundreds of thousands of dollars by engaging with artists and illustrators to create posters and design objects, then they sell the design products and donate all profits to the NPS. The resulting work has been exhibited in galleries all over the world, and even has a permanent installation at The Library of Congress. To celebrate the St. Louis Gateway Arch, an iconic work of Midcentury modern design from Eero Saarinen, becoming our nation’s 60th National Park, Typehike held a friendly contest among their 60 curated artist partners—to design a fan favorite poster commemorating Saarinen’s catenary arch. 60 artists. 1 winner.Check out the design (spoiler: I won) Media<img width="600" height="349" width_o="600" height_o="349" data-src="https://freight.cargo.site/t/original/i/a36e4eee3803bce29959ed2b32aadd9a2f2cffcb5f0dc5902b537d142181c39f/Typehike_Scroll.gif" data-mid="114833061" border="0" src="https://freight.cargo.site/w/600/i/a36e4eee3803bce29959ed2b32aadd9a2f2cffcb5f0dc5902b537d142181c39f/Typehike_Scroll.gif" /> https://jadcampbell.com/Project-JV-Design Wed, 15 Apr 2026 18:10:00 +0000 Jad is for the people https://jadcampbell.com/Project-JV-Design Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, SF AI Joint Ventures How might we give the world's largest banks access to AI that doesn't exist yet? #ai_gtm #joint_venture #innovation_architecture #financial_services #hcd #research #salesforce #2024 Every major financial institution is trying to safely open the AI Arc of the Covenant. The ones who get there first aren't buying software. They're building partnerships. The competitive landscape for enterprise AI has quietly become unrecognizable. Salesforce no longer competes primarily against other CRM or SaaS specialists. It competes against Google, AWS, Microsoft, Meta, and Palantir — companies that are more than willing to make a short-term investment in standing up a system that will earn it back year after year. The demo-and-close motion is over. The new buying behavior is simple and uncompromising: show me, don't tell me. For the world's largest banks, this creates a specific kind of tension. The pressure to lead on AI is existential. The risk of getting it wrong — regulatory exposure, data governance failure, reputational damage at scale — is equally so. Technology alone doesn't resolve that tension. A partnership structure does. That's what a Joint Venture engagement is built to be. It starts with people, not product. Building trust with a senior leader whose charter is to accelerate the business through AI — sometimes an anointed AI czar, more often a senior business leader entirely outside of IT. Speaking the language of business strategy rather than technology capability isn't historically native to enterprise software sales. It's where I come in. From that first executive relationship, the work unfolds in a defined sequence. We use Human-Centered Design to co-create a transformative vision for the business, rooted in customer needs and employee experience. We recruit representative user groups to define the most actionable innovation spaces — ones that can prove high-value utility and deliver measurable business results simultaneously. Then we accelerate the governance work that typically stalls these partnerships: data governance, legal review, regulatory alignment, and risk assessment, moved forward on behalf of the bank so the potential revolution doesn't die on the side of someone's desk. From there, we help the institution assemble an elite blended team — their internal resources alongside our Forward Deployed Strategists and Engineers — and stand up an Innovation Factory designed to drive not just the pilot, but the continuous innovation engine that will scale from proof of concept to enterprise capability. Last, we align executive stakeholders across both organizations, matching personalities and expertise to sustain the partnership through the long arc of implementation. My role throughout is that of an Innovation Executive. Not quota-driven. Fluent in user-focused innovation, AI ethics, experimentation design, and implementation architecture simultaneously. The person who can hold the strategic conversation and the technical one in the same room. The value flows in both directions. The bank gets access to pre-market AI functionality before it's publicly available. They get to shape Salesforce product roadmaps to fit their anticipated needs. They get embedded consulting and implementation support, and the executive alignment that a management consulting engagement at this level provides. Salesforce's AI Research team gets something equally rare: qualitative and usage feedback from real production environments at the world's largest financial institutions — real-world consumption patterns, cost data, and the marquis case studies that will drive future adoption when the functionality eventually reaches the market. Neither party gets this from a standard enterprise deal. That's why the structure exists. The JV Partnership is... &gt; Built on executive trust, not technology demonstration&gt; Governed by a defined innovation sequence from vision to scale&gt; Accelerated through embedded legal, regulatory, and data&gt; Designed to feed Salesforce AI Research with insights &gt; A mutual advantage — pre-market access for the bank, ground-truth insight for research → This project took place while Jad was in his current role at Salesforce. https://jadcampbell.com/Project-PRISM Wed, 15 Apr 2026 18:54:12 +0000 Jad is for the people https://jadcampbell.com/Project-PRISM Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, SF PRISM How might we find the one thing every banker actually needs? #ai_gtm #innovation_architecture #financial_services #prism #hcd #research #salesforce #2024 A top 3 bank in North America wanted a leapfrog moment. We gave them a framework that's now how Salesforce approaches AI prioritization across every industry. The ask was clarifying in its ambition. A top-tier North American bank, second in size on the continent, had decided that rapid AI adoption was their pathway to first. Not through cost-cutting alone — through deepening wallet share, going multi-product with more of their corporate and retail customers, expanding margins through automation, and reducing compliance exposure. They approached Salesforce and Microsoft simultaneously with a single directive: design a user-focused pilot that would produce insights, business results, an innovation architecture, and a three-year enterprise AI roadmap. They wanted to begin where their users already lived. The question was whether we could meet them there better than the competition. We started in the field. A series of Human-Centered Design workshops across 26 user groups and 12 cities — Private Bank, Wealth Management, Commercial Banking, Corporate Banking, Real Estate Banking — with one goal: find the innovation spaces that were genuinely desirable to users and viable to the business. Every workshop designed and facilitated from scratch. Every session recorded, transcribed, and fed into a growing corpus of signal. Then the problem surfaced. Each line of business had distinct needs. The Venn diagram of shared pain had almost no center. Which meant, taken at face value, that any solution we proposed would have to be bespoke per line of business — complex, expensive to implement, and fundamentally weaker than what a more vertically focused competitor could offer. We couldn't win that fight. So we reframed it. I built a research partner agent to analyze hundreds of hours of workshop audio, thousands of user-authored ideas, and transcripts from hundreds of calls, cross-referenced against known service blueprints for each role type. The goal wasn't to find what each group wanted. It was to find what they all shared without knowing they shared it: the high-friction moments that carried heavy business impact and could be addressed with low-barrier technology on data that already existed. They were there. Hidden beneath the surface-level variation in vocabulary and workflow was a set of common pressure points that cut across every line of business — moments where the absence of the right information at the right time cost bankers relationships, deals, and compliance standing simultaneously. That insight became the foundation of the pilot. And the method I used to find it became something more durable: PRISM, a composite innovation prioritization framework that maps every AI use case against two dimensions — how quickly it can gain traction, and how much strategic and business value it creates. The result is a simple, defensible matrix that tells teams exactly which use cases to start with, which to incubate, which to defer, and why — without politics, without gut feel, and without the endless internal negotiation that usually accompanies AI investment decisions at this scale. PRISM turned a complex portfolio decision into an objective, repeatable process. Salesforce has since adopted it as the official AI prioritization approach across all industry GTM. The bank signed a $64M TCV engagement. We beat Microsoft. The engagement is... &gt; Built on 26 workshops across 12 cities&gt; Powered by a purpose-built research agent&gt; Anchored in shared human friction, not feature comparison&gt; The origin of PRISM — Salesforce's AI prioritization standard&gt; A three-year roadmap for enterprise AI acceleration → This project took place while Jad was in his current role at Salesforce. https://jadcampbell.com/Project-SF-Account-Plannin Tue, 14 Apr 2026 16:17:56 +0000 Jad is for the people https://jadcampbell.com/Project-SF-Account-Plannin Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, SF Account Planning How might we replace a spreadsheet with a strategy? #ai_gtm #account_planning #enterprise_strategy #management_consulting #salesforce #2024 Account planning at enterprise scale was theater. We replaced it with something that actually told the truth — and changed how Salesforce sells. Before, the account plan was a spreadsheet. A document that existed to satisfy the FinPlan, not to guide it. Sellers would work backwards from a predetermined number, fill in the arithmetic, and file it. Every quarter it would be dusted off, updated to match reality, and returned — numbers still magically aligned, signal still absent. Sales leadership thought they understood the business. Then Q4 would arrive. The damage ran deeper than forecasting. The false signal moved up the stack, smearing projections across the year and creating surprises that reached the street. And at the account level, sellers had no consultative north star — no view of the customer's actual strategic position, no language for the C-suite conversations that enterprise AI sales increasingly demanded. The insight that broke the problem open was a shift in how we understood what we were doing. Salesforce wasn't selling SaaS anymore. It was selling platform transformation to the C-suite of the world's largest institutions. That's not a software sale. That's management consulting. And management consulting doesn't end at contract close. So the account plan had to stop ending there too. I designed a new process, workshop experience, and living document — supported by research agents — that reoriented account planning around a single provocation: if I were C-suite at this customer, what would I do? The resulting plan wasn't a number that added up. It was an enterprise-wide vision shaped by strategic foresight and deep qualitative research. It included bold multi-year ambitions, scorecards for qualifying opportunities, a new framework for articulating business value, and scenario plans that ensured our goals remained achievable even when key deals folded. The plan was designed to live, not to file. Adoption started with my patch: Key and Strategic Accounts in Regulated Industries, the top 1% of Salesforce's book. The results were visible quickly — not just in numbers, but in the quality of executive relationships and the strategic depth of the conversations sellers were having. By FY25, leadership had seen enough. They mandated adoption across all Enterprise and Commercial accounts. I worked with internal Change and Enablement to package and evangelize the methodology through FY26. In FY27, it entered official Salesforce onboarding. And it gave birth to nine Trailhead Trails — publicly available, so the broader market can adopt a similar process of their own. What started as a fix for a broken spreadsheet is now part of how Salesforce teaches the world to sell. The Account Planning System is... &gt; Built on management consulting principles, not SaaS sales motion&gt; Anchored in C-suite strategic foresight, not bottom-up arithmetic&gt; Supported by research agents and living documentation&gt; Mandated across Enterprise and Commercial accounts globally&gt; Nine Trailhead Trails deep, and growing → This project took place while Jad was in his current role at Salesforce. https://jadcampbell.com/Project-SF-Innovation-Architecture Wed, 15 Apr 2026 17:57:25 +0000 Jad is for the people https://jadcampbell.com/Project-SF-Innovation-Architecture Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, SF Innovation Architecture How might we turn a platform nobody understands into the one everyone wants to be on? #ai_gtm #innovation_architecture #platform_strategy #financial_services #enterprise_ai #salesforce #2023 AI is the intersection of data and experience. It doesn't turn on like a light switch. And if you can't explain it coherently, you can't sell it— or implement it — at all. The product landscape Salesforce brought to market was, charitably, a schizophrenic pastiche. Legacy brand names from acquisitions. Blurry generic terms that meant everything and nothing. Ephemeral rebrands that tried to claim a moment and then quietly retreated: Genie, CDP, Salesforce GPT, Agentforce — the same underlying capability across three years of different names. Customers were confused. Sales teams went to market in splinter formations, each chasing their own product quota, cannibalizing each other's customer mindshare in the process. We needed to take something fundamentally incoherent and make it not only coherent, but compelling enough to earn the C-suite meeting, survive the governance review, and actually reach production. That's the problem Innovation Architecture was built to solve. It started with a foundational reframe: AI isn't a product you buy. It's the emergent capability of your data and your experience, working together. That meant the platform story had to start above the product layer — with a picture of what the business could become, before a single solution was named. The first move was to simplify the architecture itself. Working alongside Salesforce's SVP of Architecture, I transformed a confusing anatomy of solutions into a stack of five comprehensible layers, with Salesforce products tucked underneath rather than leading the conversation. The platform became legible. Then we brought the early framework to trusted collaborators at the top 1% banks, wealth managers, and insurers — validating, pressure-testing, and sharpening it against the real-world constraints of regulated enterprises. From that foundation, we designed the next generation of our GTM motion, built around four cases that a customer needs to believe before they commit: Case for Change. The innovation opportunity, rooted in business need and customer benefit. The desirability argument — why this, why now, why for these users. Case for Investment. The business value at stake and the measurement plan that will prove it. The viability argument — what it's worth, and how we'll know. Case for Belief. Demos, prototypes, and touchable ideas running on live data. Not sandbox theater. Real signal from real systems. Case for Scale. Current state architecture, future state architecture, and the milestones between them. The roadmap that turns a pilot into an enterprise capability. Vision, plus a five-layer platform architecture, plus four cases. That's Innovation Architecture at Salesforce in the age of AI. The failure mode it prevents is easy to describe because it plays out constantly. Without this framework, customers see product chaos, not a platform. Salespeople aim too low and cannibalize each other. POCs get built in sandboxes that don't survive contact with regulated production data. Pilots fail to demonstrate measurable value quickly enough to sustain executive investment. And the ones that do work don't have a scale architecture waiting — so they stay pilots forever, impressive experiments that never become enterprise capabilities. Innovation Architecture was designed so that every stage of the journey answers a question the next stage will ask. So that nothing stalls for lack of a business case, a working demo, or a path to production. So that pilots become platforms. The Account Planning System is... &gt; A platform story, not a product story &gt; Built on five comprehensible architecture layers &gt; Structured around four cases every C-suite needs to believe &gt; Validated with the world's largest regulated-industry enterprises &gt; The GTM standard for Salesforce's Financial Services AI motion → This project took place while Jad was in his current role at Salesforce. https://jadcampbell.com/Project-SF-XDStrategy-Group Wed, 15 Apr 2026 15:27:54 +0000 Jad is for the people https://jadcampbell.com/Project-SF-XDStrategy-Group Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, SF X-Strategy How might we turn an awkward handoff into a flywheel? #ai_gtm #innovation_architecture #financial_services #experience_strategy #hcd #salesforce #2021 We built a senior-altitude innovation practice inside one of the world's largest enterprise software companies — because the gap between a signed contract and a transformed business was costing everyone. Professional Services had a problem that nobody wanted to say out loud. The sales cycle ran at the executive level: vision, ambition, transformation. Then it handed off to implementation teams who were excellent at delivering software but less equipped to hold the strategic altitude the deal was signed at. The executive who championed the engagement would drift. Momentum would soften. The thing that got sold, a better future for this business, would slowly compress into a project plan. John Armstrong, who ran Digital Strategy and Design, put the question plainly: how would you build an Ignite organization, but for Professional Services? The answer was the XDS, XD Strategy. The XDS was built to span the gap. To meet the executive moment, carry it through implementation, and turn a point-in-time vision into a continuous innovation engine. Not by adding more project management, but by deploying Human-Centered Design at the strategic layer: understanding what the business actually needed to be in five years, mapping the friction between here and there, and sequencing the experiences, data foundations, and organizational changes that would get them there in a way that kept compounding. The methodology ran in a consistent arc: understand the business and market position, conduct qualitative research to define the most desirable innovation spaces, synthesize into a pilot structure, sequence the experiences that would delight users and drive progressive business growth, and architect the data foundation that would make future implementation meaningful rather than just complete. For Banking and Wealth Management clients, this meant sitting across from a Chief Digital Officer and speaking the language of regulatory constraint, legacy infrastructure, and competitive urgency simultaneously. It meant knowing when to push toward a bold pilot and when to protect the executive from a bet they couldn't survive losing. We grew to 60+ practitioners and $70M in annual revenue in 18 months. The methodology didn't stay in the practice — it got infused into Salesforce's Financial Services GTM organization, where it became the standard operating framework for how field teams approached their top accounts. The XDS's deepest contribution wasn't the revenue. It was the proof that the space between sold and scaled is where the real work lives, and that it takes a specific kind of thinking to hold that space well. The Experience Strategy Group is... &gt; Grounded in qualitative research &gt; Deployed at executive altitude &gt; Built to compound, not conclude &gt; Native to Salesforce's Human-Centered Design mindset &gt; Now embedded in Financial Services GTM → This project took place while Jad was in his current role at Salesforce. <img width="2182" height="1238" width_o="2182" height_o="1238" data-src="https://freight.cargo.site/t/original/i/6182d4d950877eb39ee92efc372a1f601fbc573a4b6ff7238181353aefb60ccd/Screenshot-2026-04-15-at-9.23.38AM.png" data-mid="247242482" border="0" src="https://freight.cargo.site/w/1000/i/6182d4d950877eb39ee92efc372a1f601fbc573a4b6ff7238181353aefb60ccd/Screenshot-2026-04-15-at-9.23.38AM.png" /> <img width="2178" height="1224" width_o="2178" height_o="1224" data-src="https://freight.cargo.site/t/original/i/57d0e6db0e32c99b7fc0eb9b6dfb2354dc09ee3fb2a8baa92512d7bab977a356/Screenshot-2026-04-15-at-9.24.18AM.png" data-mid="247242481" border="0" src="https://freight.cargo.site/w/1000/i/57d0e6db0e32c99b7fc0eb9b6dfb2354dc09ee3fb2a8baa92512d7bab977a356/Screenshot-2026-04-15-at-9.24.18AM.png" /> <img width="2174" height="1226" width_o="2174" height_o="1226" data-src="https://freight.cargo.site/t/original/i/15e3bff84944fe722d2ea8cfdc6bb1327837960985edd516428f7ad35b43c070/Screenshot-2026-04-15-at-9.24.35AM.png" data-mid="247242480" border="0" src="https://freight.cargo.site/w/1000/i/15e3bff84944fe722d2ea8cfdc6bb1327837960985edd516428f7ad35b43c070/Screenshot-2026-04-15-at-9.24.35AM.png" /> <img width="2176" height="1222" width_o="2176" height_o="1222" data-src="https://freight.cargo.site/t/original/i/c4f7d6f1e338c848338d34e415cad9c5de97d29d3da2d72242071edcbcffa938/Screenshot-2026-04-15-at-9.24.50AM.png" data-mid="247242479" border="0" src="https://freight.cargo.site/w/1000/i/c4f7d6f1e338c848338d34e415cad9c5de97d29d3da2d72242071edcbcffa938/Screenshot-2026-04-15-at-9.24.50AM.png" /> https://jadcampbell.com/Project-Evernorth Mon, 05 Jul 2021 18:41:49 +0000 Jad is for the people https://jadcampbell.com/Project-Evernorth Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV&nbsp; Case, Evernorth How might we create a brand that disrupts industry norms and redefines the category? #brand_strategy&nbsp; #brand_design #business_design #launch #2020 We informed our direction with Strategic Foresight and co-created the original brand, from market position to character, alongside our actual customers—because Human Centered Design isn’t just for products. The American Health Care system is broken, and Cigna recognized that their acquisition of Express Scripts was an opportunity to cast off old clay and start over, this time with humans at the center, and a bold message for the Health Insurance industry—we are here to do what y’all don’t, won’t, or can’t. So strap in, and keep up. We’re moving onward.Jad worked with a team of Marketing and Strategy leaders to answer a precise ask from the C-Suite: Redefine our brands so they become our primary strategic advantage.Jad partnered with Prophet to define a bold, evolved, and data-driven market position, and brought it to life with the help of the Brand Design team at R/GA. <img width="2518" height="1428" width_o="2518" height_o="1428" data-src="https://freight.cargo.site/t/original/i/3fdadf861a781a5f1572cdf8f900ad51fbe2f1b47e6e842e84dd4c2dd89c4bc4/Screen-Shot-2021-07-05-at-2.50.21-PM.png" data-mid="113099576" border="0" src="https://freight.cargo.site/w/1000/i/3fdadf861a781a5f1572cdf8f900ad51fbe2f1b47e6e842e84dd4c2dd89c4bc4/Screen-Shot-2021-07-05-at-2.50.21-PM.png" />View the Evernorth launch video on YouTube. But defining the position, name, look, feel, and personality of the Brand was only the beginning. Jad created new cross-functional teams of newly-minted Evernorth marketers to further define the culture, processes, Employer Brand, and product innovation approach for this new Power Brand, responsible for over $120 billion in annual revenue.And with that kind of money on the line, the launch had to drive immediate impact. Working with OMD and Cigna media, Jad and team drove 66% awareness and 85% favorability measure among target buyer and influencer audiences within only 90 days of the brand’s introduction.As the brand matures and more businesses become part of Evernorth, more Brand Expressions will be created to address the preferences and emotional spaces of new audiences—a process Jad pioneered at Cigna. The first expression, for Behavioral Health seekers, outperformed category leader Talkspace in pre-market testing, and will launch early 2022. The Evernorth brand is... &gt; Grounded in research &gt; Co-created with actual customers &gt; Accessible and ADA AAA compliant &gt; WCAG 2.1 Standard &gt; Iterative and livingCheck out Evernorth.com for more → This project took place while Jad was Global Brand Strategy Officer at Cigna, and he co-lead the global initiative with the CMO of Evernorth (neé Express Scripts). Media <img width="2680" height="1470" width_o="2680" height_o="1470" data-src="https://freight.cargo.site/t/original/i/bb1ea6c3871db8c8b29d9004c155da718505163069eb8b2ef14d7f40a2f15154/Screen-Shot-2021-07-02-at-3.26.15-PM.png" data-mid="113100046" border="0" src="https://freight.cargo.site/w/1000/i/bb1ea6c3871db8c8b29d9004c155da718505163069eb8b2ef14d7f40a2f15154/Screen-Shot-2021-07-02-at-3.26.15-PM.png" /> <img width="2552" height="898" width_o="2552" height_o="898" data-src="https://freight.cargo.site/t/original/i/f114996a622bcdde3b9299c5162653c9c5d71c0cee96f4941d82e4e65ef35ed0/Screen-Shot-2021-07-02-at-2.35.52-PM.png" data-mid="113100025" border="0" src="https://freight.cargo.site/w/1000/i/f114996a622bcdde3b9299c5162653c9c5d71c0cee96f4941d82e4e65ef35ed0/Screen-Shot-2021-07-02-at-2.35.52-PM.png" /> <img width="2078" height="1302" width_o="2078" height_o="1302" data-src="https://freight.cargo.site/t/original/i/42ae5c8718d3920c8ff7acaf250ac350ec730864ac4333c1eba18a02a8cf4006/Screen-Shot-2021-07-02-at-2.38.52-PM.png" data-mid="113100027" border="0" src="https://freight.cargo.site/w/1000/i/42ae5c8718d3920c8ff7acaf250ac350ec730864ac4333c1eba18a02a8cf4006/Screen-Shot-2021-07-02-at-2.38.52-PM.png" /> <img width="3370" height="1888" width_o="3370" height_o="1888" data-src="https://freight.cargo.site/t/original/i/5cca84acb49bcbd03727eaf59fbf5797ee5d02570aed12c7ce398a9007254321/Screen-Shot-2021-07-05-at-4.33.14-PM.png" data-mid="113171126" border="0" src="https://freight.cargo.site/w/1000/i/5cca84acb49bcbd03727eaf59fbf5797ee5d02570aed12c7ce398a9007254321/Screen-Shot-2021-07-05-at-4.33.14-PM.png" /> <img width="2546" height="1930" width_o="2546" height_o="1930" data-src="https://freight.cargo.site/t/original/i/59d3f3fac98922df348d1ceea63c5123fd852f6fd13719c7e102206b64f00283/Screen-Shot-2021-07-02-at-2.40.09-PM.png" data-mid="113100035" border="0" src="https://freight.cargo.site/w/1000/i/59d3f3fac98922df348d1ceea63c5123fd852f6fd13719c7e102206b64f00283/Screen-Shot-2021-07-02-at-2.40.09-PM.png" /> <img width="3362" height="1880" width_o="3362" height_o="1880" data-src="https://freight.cargo.site/t/original/i/69fceb6777cb118117928ab23c8783054fcd303b373a964235e9c900c8ba6d4d/Screen-Shot-2021-07-05-at-4.32.30-PM.png" data-mid="113171168" border="0" src="https://freight.cargo.site/w/1000/i/69fceb6777cb118117928ab23c8783054fcd303b373a964235e9c900c8ba6d4d/Screen-Shot-2021-07-05-at-4.32.30-PM.png" /> <img width="1750" height="942" width_o="1750" height_o="942" data-src="https://freight.cargo.site/t/original/i/0b2a431a53ced01118bb4a4c3649607d990fa39858b91188a8518c490a675ec1/Screen-Shot-2021-07-02-at-2.39.07-PM.png" data-mid="113100030" border="0" src="https://freight.cargo.site/w/1000/i/0b2a431a53ced01118bb4a4c3649607d990fa39858b91188a8518c490a675ec1/Screen-Shot-2021-07-02-at-2.39.07-PM.png" /> <img width="1046" height="1048" width_o="1046" height_o="1048" data-src="https://freight.cargo.site/t/original/i/27aba9cd2dd63590557bb53ed075dfc9b2705d25c0c9e48872078462a19fe844/Screen-Shot-2021-07-02-at-3.11.38-PM.png" data-mid="113100037" border="0" src="https://freight.cargo.site/w/1000/i/27aba9cd2dd63590557bb53ed075dfc9b2705d25c0c9e48872078462a19fe844/Screen-Shot-2021-07-02-at-3.11.38-PM.png" /> <img width="2348" height="1292" width_o="2348" height_o="1292" data-src="https://freight.cargo.site/t/original/i/2b12b3a75cedc8880c4e8b3c65d125bda6e1e6d5293a5ce9b48fe9a24866cbb8/Screen-Shot-2021-07-02-at-3.10.57-PM.png" data-mid="113100036" border="0" src="https://freight.cargo.site/w/1000/i/2b12b3a75cedc8880c4e8b3c65d125bda6e1e6d5293a5ce9b48fe9a24866cbb8/Screen-Shot-2021-07-02-at-3.10.57-PM.png" /> <img width="3360" height="1890" width_o="3360" height_o="1890" data-src="https://freight.cargo.site/t/original/i/658b094d39eab002559af22521ef8a4a1612037d83fe7a6f4c23ec3d5c9e8571/Screen-Shot-2021-07-05-at-4.32.03-PM.png" data-mid="113171172" border="0" src="https://freight.cargo.site/w/1000/i/658b094d39eab002559af22521ef8a4a1612037d83fe7a6f4c23ec3d5c9e8571/Screen-Shot-2021-07-05-at-4.32.03-PM.png" /> <img width="2326" height="1200" width_o="2326" height_o="1200" data-src="https://freight.cargo.site/t/original/i/822c3fd23974f668367d55b7eb1ee373952b3a0afc45ff7380fc626681abf262/Screen-Shot-2021-07-02-at-3.16.33-PM.png" data-mid="113100040" border="0" src="https://freight.cargo.site/w/1000/i/822c3fd23974f668367d55b7eb1ee373952b3a0afc45ff7380fc626681abf262/Screen-Shot-2021-07-02-at-3.16.33-PM.png" /> https://jadcampbell.com/Project-Lenovo Mon, 05 Jul 2021 23:46:04 +0000 Jad is for the people https://jadcampbell.com/Project-Lenovo Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV Case, Lenovo How might we shift the way people shop the largest catalog on Earth? #innovation#design_thinking#consulting#rapid_prototyping#hardware #2015 We employed Human Centered Design to generate innovation pathways that drove a landmark partnership between Lenovo and Amazon’s Alexa platform. In the Spring of 2015, Amazon’s Alexa had only been on the market for six months, but it had already become a ubiquitous piece of coutertop decor in over 12 million American homes. Still mostly limited to playing songs, setting timers, and accidentally purchasing 60 hand soap refills instead of sixteen, the Alexa platform had undeniable potential to create new kinds of experiences. It was also a net-new shopping modality with unforeseen commercial potential, but we’ll get to that later.Jad worked with Lenovo’s Chicago-based Product Innovation group and a team of Design Thinkers at Manifest to: Reimagine how soon-to-be-released hardware could work with Amazon’s Alexa technology to create an explosive partnership opportunity.Our first move was to visit hallowed ground—IBM/Lenovo’s Innovation Lab and convene an initial empathy and ideation session with creatives, writers, technologists, futurists, UX-ers, hardware designers, and passionate Alexa fans. We embodied theoretical personas and interviewed actual Alexa users to establish an understanding of ways Lenovo and Alexa might meet previously unmet needs in their lives and enrich their daily experiences. <img width="964" height="740" width_o="964" height_o="740" data-src="https://freight.cargo.site/t/original/i/e5efdac445d316bd321497d7b9b4993e2aff7d4a6f810af54890eba0e6955cca/Screen-Shot-2021-07-06-at-10.41.56-AM.png" data-mid="113172936" border="0" src="https://freight.cargo.site/w/964/i/e5efdac445d316bd321497d7b9b4993e2aff7d4a6f810af54890eba0e6955cca/Screen-Shot-2021-07-06-at-10.41.56-AM.png" /> <img width="1488" height="1488" width_o="1488" height_o="1488" data-src="https://freight.cargo.site/t/original/i/6e0fb2ae8a208a142438ab710ac71349d355a50c926b993ed7eff647ba9522fb/Screen-Shot-2021-07-05-at-6.24.21-PM.png" data-mid="113169667" border="0" src="https://freight.cargo.site/w/1000/i/6e0fb2ae8a208a142438ab710ac71349d355a50c926b993ed7eff647ba9522fb/Screen-Shot-2021-07-05-at-6.24.21-PM.png" /> <img width="1488" height="761" width_o="1488" height_o="761" data-src="https://freight.cargo.site/t/original/i/e489eef69319b1c940502dc3b1ae4cebe2e4ff3026eabdaaf1b6abe4cff6cac7/Screen-Shot-2021-07-06-at-10.00.58-AM.png" data-mid="113169893" border="0" src="https://freight.cargo.site/w/1000/i/e489eef69319b1c940502dc3b1ae4cebe2e4ff3026eabdaaf1b6abe4cff6cac7/Screen-Shot-2021-07-06-at-10.00.58-AM.png" /> The double diamond (at left). Spaces and ideas (at right). Innovation can be hard to see at this stage. But ideas are just the raw material. Often this is where teams stop: they generate a glut of notional ideas, sort them according to their leader’s preference, then marvel at the wreckage that ensues when reality comes crashing down. The reality of how businesses work, how people buy or interact, or (and especially) how the magic of technology can or cannot make an idea real. That’s why we focus and filter—prioritize against more than just Desirability (the right place to start), but also Feasibility and Viability. Is realizing this idea even feasible today or tomorrow? Is this idea somehow viable to the business or, in this case, businesses? <img width="1119" height="837" width_o="1119" height_o="837" data-src="https://freight.cargo.site/t/original/i/25524d37cadffcf3814dfb578f5b1986bdd0dc8d9428f70ee34571ae18624544/Screen-Shot-2021-07-06-at-11.32.24-AM.png" data-mid="113176944" border="0" src="https://freight.cargo.site/w/1000/i/25524d37cadffcf3814dfb578f5b1986bdd0dc8d9428f70ee34571ae18624544/Screen-Shot-2021-07-06-at-11.32.24-AM.png" /> <img width="1016" height="678" width_o="1016" height_o="678" data-src="https://freight.cargo.site/t/original/i/a3d9cf10b9132973fcd3633b7a99274930403a2c15857786bca9ae40a3a910fe/Screen-Shot-2021-07-06-at-10.09.32-AM.png" data-mid="113170248" border="0" src="https://freight.cargo.site/w/1000/i/a3d9cf10b9132973fcd3633b7a99274930403a2c15857786bca9ae40a3a910fe/Screen-Shot-2021-07-06-at-10.09.32-AM.png" /> <img width="2094" height="1108" width_o="2094" height_o="1108" data-src="https://freight.cargo.site/t/original/i/44bbe4b987ab84e41bc7eea5ab1220f459475fedfcbadc49cd7a4becf79aec14/Screen-Shot-2021-07-06-at-10.02.49-AM.png" data-mid="113170254" border="0" src="https://freight.cargo.site/w/1000/i/44bbe4b987ab84e41bc7eea5ab1220f459475fedfcbadc49cd7a4becf79aec14/Screen-Shot-2021-07-06-at-10.02.49-AM.png" /> The magic Venn diagram (at left). The moment we accidentally invented the Echo Show* (at right).Working with Lenovo Product Owners, Jad and the team shortlisted ideas that satisfied deep desires in Users, were reasonably attainable through existing or emergent technology, and provided unique business propositions. That last part was especially important, because Lenovo had been suddenly invited to share these concepts directly with Jeff Bezos, 72 hours from that moment. Jad and team got to work prioritizing, prototyping, and creating presentation materials to share at Amazon’s HQ in Seattle. <img width="1597" height="998" width_o="1597" height_o="998" data-src="https://freight.cargo.site/t/original/i/c5e7ddea03b814ee6e1d422cf7d9fe91a36f54c96868705da66ad9e82b16348d/Screen-Shot-2021-07-06-at-12.07.33-PM.png" data-mid="113180173" border="0" src="https://freight.cargo.site/w/1000/i/c5e7ddea03b814ee6e1d422cf7d9fe91a36f54c96868705da66ad9e82b16348d/Screen-Shot-2021-07-06-at-12.07.33-PM.png" /> <img width="1595" height="997" width_o="1595" height_o="997" data-src="https://freight.cargo.site/t/original/i/9a53cff7b5dd3910b3cca03da3f6063c6b1b74cf50e6ff5675b3a98aa9331e46/Screen-Shot-2021-07-06-at-12.07.08-PM.png" data-mid="113180174" border="0" src="https://freight.cargo.site/w/1000/i/9a53cff7b5dd3910b3cca03da3f6063c6b1b74cf50e6ff5675b3a98aa9331e46/Screen-Shot-2021-07-06-at-12.07.08-PM.png" /> <img width="1598" height="996" width_o="1598" height_o="996" data-src="https://freight.cargo.site/t/original/i/08c8e757de3d8fa28cc04b5760a8fa73fa70d1f42ab8027f720c734141404951/Screen-Shot-2021-07-06-at-12.07.52-PM.png" data-mid="113180169" border="0" src="https://freight.cargo.site/w/1000/i/08c8e757de3d8fa28cc04b5760a8fa73fa70d1f42ab8027f720c734141404951/Screen-Shot-2021-07-06-at-12.07.52-PM.png" /> Jad‘s team delivered over a dozen concepts aligned to Lenovo products. Some concepts were simple to illustrate and test with our co-creators, and would therefore be pretty straightforward to explain to Jeff (we’re not actually on a first name basis). But one idea stood out—because it was so attractive to our testers, and because it represented creating a net new shopping method, allowing people to shop Amazon’s catalog in a compelling new way—and the team decided only a video could truly show this idea as richly and completely as it demanded. An Art Director played DP, and Jad tapped Firmcore to add motion graphics for this Virtual Shopping video concept (also below), which netted an in-room handshake agreement and proved to be the basis for Lenovo’s Works With Alexa relationship. The Lenovo + Amazon innovation sprint was... &gt; Performed using Design Thinking techniques &gt; Co-created with actual customers &gt; Executed over 10 days &gt; Able to generate ideas that still live today &gt; Culminated in a quick-turn video prototype * I am almost certain that Amazon would take issue with this assertion, but that’s Innovation doing its thing. → This project took place while James ran the Creative and Design groups at Manifest, where Lenovo was one of our most exciting ongoing clients. James headed up the project, directed the POC, and created all final materials. Media https://jadcampbell.com/Project-ESRX-Pharmacy Thu, 08 Jul 2021 22:16:51 +0000 Jad is for the people https://jadcampbell.com/Project-ESRX-Pharmacy Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV Case, Express Scripts How might we make the pharmacist as important as the pill? #brand_strategy#brand_design#service_design#pharma#rebrand #2021 We co-created the brand position with customers, Pharmacists, and patients, and invoked the magic of authenticity by using actual Express Scripts pharmacists in all of our photo and video assets so the intangible humanity of pharmacy could be finally revealed&nbsp; Did you know Express Scipts was more than a logo on your insurance card? Did you know they also had a mailorder pharmacy that was delivering millions of prescriptions long before Amazon even existed? And did you know that pharmacy is actually the 2nd largest on the dang planet? Neither did we. And in the middle of the 2020 rendition of the COVID-19 global pandemic, this all seemed especially important. A major subset of Americans were entering a mailorder-everything reality, with services like Instacart and Shipt happily shepherding your groceries to your door, why wouldn’t we lean into mailorder pharmacy with the same enthusiasm? We found duty in keeping people safe (or safer), by saving them the risk of another point of potential exposure. Even more, getting your meds on time, every time, means you’re less likely to miss a dose, which may cause your COVID-19 mortality risk to increase. Safe is safe. And good is good, but how might we stand out among the noise? Convenience is assumed. If you can’t make something appear in our hands with as little friction as possible, you’re not even part of our lives anymore. But among those myriad life livery services, humans are rarely present. My food appears on my doorstep as if shuttled over by the wind. My groceries are here as a result of arcane elven magic. Among UberEats users, 98% check the box for No Contact Delivery. We get it. That makes sense, because the delivery person didn’t check our Tikka Masala order against our dietary restrictions, our healthy weight plan, nor did they visit the kitchen it was prepared in to make sure it was done so safely, and with special attention to quality. But that’s what Express Scripts Pharmacists do. In a world full of threat and anxiety, someone caring for you—YOU, the individual—is an emotional anchor.Jad worked with a team of Marketing and Brand leaders to bring that notion to life: Show our customers that they are two clicks away from being cared for by, and having an enduring connection with, an actual person.Jad partnered with the Brand Design team at R/GA to evolve the value propositions, reasons to believe, market position, and branding for the Express Scripts Pharmacy. And quickly, because people need to feel cared for now more than ever. . <img width="800" height="446" width_o="800" height_o="446" data-src="https://freight.cargo.site/t/original/i/bcf989ea6dc0095d6d48c536f0de185ea69081c1a328cc8b454fbdd0ba8f9495/Esrx_Loop_1.gif" data-mid="113463927" border="0" src="https://freight.cargo.site/w/800/i/bcf989ea6dc0095d6d48c536f0de185ea69081c1a328cc8b454fbdd0ba8f9495/Esrx_Loop_1.gif" />View the Express Scripts Pharmacy launch site. We interviewed pharmacists, co-created with maintenance med patients, skeptics, and high-utilizers of other delivery services. We iterated on value propositions, proof points, and visual/tonal directions with our group of co-creators before putting final notional designs into quantitative testing.The result is a brand that stands out in a category whose main goal has been to blend in, to become unnoticable, to step quietly out of existence leaving behind only a 2-meter receipt and a crinkly bag on your passenger seat.As the brand matures we will employ the same research-based Brand Expressions strategy we invented for Evernorth. The first new packages have begun rolling off the line, and major media presence should be felt in the second half of 2021.The Express Scripts Pharmacy brand is...&gt; Grounded in research&gt; Co-created with actual customers &gt; Features actual ESRX Pharmacists&gt; Accessible and ADA AAA compliant&gt; WCAG 2.1 Standard&gt; Iterative and living &gt; Complimentary to the Evernorth brand [ + x ]Check out ESRX on Instagram to catch a vibe → This project took place while Jad was Global Brand Strategy Officer at Cigna, and he co-lead the global initiative with the CMO of Evernorth (neé Express Scripts), and the CCO of Express Scripts. Media <img width="2796" height="932" width_o="2796" height_o="932" data-src="https://freight.cargo.site/t/original/i/6af6522077d0cb84b5b29b91d3883911a538daf095972561c88ccdff49afd12a/Screen-Shot-2021-07-06-at-4.32.23-PM.png" data-mid="113463032" border="0" src="https://freight.cargo.site/w/1000/i/6af6522077d0cb84b5b29b91d3883911a538daf095972561c88ccdff49afd12a/Screen-Shot-2021-07-06-at-4.32.23-PM.png" /> <img width="2784" height="1854" width_o="2784" height_o="1854" data-src="https://freight.cargo.site/t/original/i/a0f0a6f1b8ab6d9063fbe934c52eff356a43c67fc2e033525ce66c113d933821/Screen-Shot-2021-07-06-at-4.32.10-PM.png" data-mid="113463031" border="0" src="https://freight.cargo.site/w/1000/i/a0f0a6f1b8ab6d9063fbe934c52eff356a43c67fc2e033525ce66c113d933821/Screen-Shot-2021-07-06-at-4.32.10-PM.png" /> <img width="2786" height="1882" width_o="2786" height_o="1882" 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width_o="2796" height_o="1858" data-src="https://freight.cargo.site/t/original/i/11873f0a8a7cd14ffcf5aeb972dd097386c90a7ed3bf2c5e0f2b06ec6c210965/Screen-Shot-2021-07-06-at-4.44.59-PM.png" data-mid="113463053" border="0" src="https://freight.cargo.site/w/1000/i/11873f0a8a7cd14ffcf5aeb972dd097386c90a7ed3bf2c5e0f2b06ec6c210965/Screen-Shot-2021-07-06-at-4.44.59-PM.png" /> <img width="2792" height="1854" width_o="2792" height_o="1854" data-src="https://freight.cargo.site/t/original/i/c8c9ecb8827de30c98ee8502d76682d5f40c31710201aa3db2ade52114277695/Screen-Shot-2021-07-06-at-4.45.28-PM.png" data-mid="113463055" border="0" src="https://freight.cargo.site/w/1000/i/c8c9ecb8827de30c98ee8502d76682d5f40c31710201aa3db2ade52114277695/Screen-Shot-2021-07-06-at-4.45.28-PM.png" /> https://jadcampbell.com/Project-Ed-Jones Mon, 19 Jul 2021 19:48:36 +0000 Jad is for the people https://jadcampbell.com/Project-Ed-Jones Jad is for &nbsp;&nbsp; the peopleFolio ‘26︎Download CV Case, Edward Jones How might we translate a handshake across the internet? #experience_strategy#enterprise_web#consulting#transformation#experience_design #2019 We used the same method Ed Jones advisors use: talk to people about what they want for their future, then launch the first version of the enterprise web experience and respond to the market.The way people connect with each other has been enabled by technology for thousands of years. Yeah, you read that correctly—thousands of years. From cuneiform to ziggurats to pigeons to morse code to swiping right, humans have used just about everything but face-to-face spoken words to communicate important life matters since we first touched a torched stick to the slick surface of a cave wall and scrawled a saber-toothed tiger.Yet from new freedoms to new relationships, nothing sets expectations like a handshake. We are taught how to do it at a young age, and we judge the very souls of others based upon how they execute against that paragon. It’s interwoven in human lore and consciousness, yet it’s less translatable to a digital experience than a hamburger (an object that has quite the digital life, after all). So how do we enable Edward Jones advisors with the 202X equivalent this sealer of all deals? In a reality when geography is mostly relevant when thinkng about the range of your electric vehicle, how can Advisors start new relationships with new generations, that kick off through the mobile and digital space?Jad worked with a team of Marketing, Technology and Experience leaders at Edward Jones to design the new killer opener: Connect with a new generation of investors with advisors in ways that feel as authentic, natural, and personal as a handshake.Jad and team began by defining the three voices that would have a role in defining this enterprise web experience: <img width="1634" height="1140" width_o="1634" height_o="1140" data-src="https://freight.cargo.site/t/original/i/e5b2e28e25b98cb37025ada3bb8bad558c634f3b5b758f44a14f8d432979308b/Screen-Shot-2021-07-19-at-8.49.21-PM.png" data-mid="114202516" border="0" src="https://freight.cargo.site/w/1000/i/e5b2e28e25b98cb37025ada3bb8bad558c634f3b5b758f44a14f8d432979308b/Screen-Shot-2021-07-19-at-8.49.21-PM.png" />Our experience must satisfy the Human (connection), the Brand (differentation), and the Org (operation). Let’s begin with the human, as always. Through interviews, role play, in situ observation, ethnographic research, and personally working with financial advisors on our actual personal finances, we set up a dynamic understanding of the Prospect and The Advisor. <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/961ec57cb816c95ce82fde72d98e0dddd7056818535f658b4cc6bb6998fb92cb/Screen-Shot-2021-07-20-at-2.01.35-PM.png" data-mid="114263591" border="0" src="https://freight.cargo.site/w/1000/i/961ec57cb816c95ce82fde72d98e0dddd7056818535f658b4cc6bb6998fb92cb/Screen-Shot-2021-07-20-at-2.01.35-PM.png" />Money is an emotional thing, and technology can help us get closer. Next, we revealed industry-level factors and competitive intelligence that would differentiate our brand in-market through providing services and standards that set us apart. <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/787e0cd151d16b4193711e8f14e46f6c310939217f3ea5333361974a719ab6da/Screen-Shot-2021-07-20-at-1.57.14-PM.png" data-mid="114262654" border="0" src="https://freight.cargo.site/w/1000/i/787e0cd151d16b4193711e8f14e46f6c310939217f3ea5333361974a719ab6da/Screen-Shot-2021-07-20-at-1.57.14-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/aea7717b0591a127f2302993553a9a60106303b9c7cf15f38b319be7ebe9cc2d/Screen-Shot-2021-07-20-at-1.57.07-PM.png" data-mid="114262655" border="0" src="https://freight.cargo.site/w/1000/i/aea7717b0591a127f2302993553a9a60106303b9c7cf15f38b319be7ebe9cc2d/Screen-Shot-2021-07-20-at-1.57.07-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/bcf6016a8985bcbfd9d267d0d324ab253e23274fac83199981614a6554a20d92/Screen-Shot-2021-07-20-at-1.56.51-PM.png" data-mid="114262656" border="0" src="https://freight.cargo.site/w/1000/i/bcf6016a8985bcbfd9d267d0d324ab253e23274fac83199981614a6554a20d92/Screen-Shot-2021-07-20-at-1.56.51-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/02bfbbae8cb63f344d98bca73a25842b52487216f98bf5187d7e779607f145a0/Screen-Shot-2021-07-20-at-1.56.45-PM.png" data-mid="114262657" border="0" src="https://freight.cargo.site/w/1000/i/02bfbbae8cb63f344d98bca73a25842b52487216f98bf5187d7e779607f145a0/Screen-Shot-2021-07-20-at-1.56.45-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/21d4998b385c1d0bbb131464b377ed36be4c988e80469ad10300c609a098a0ca/Screen-Shot-2021-07-20-at-1.56.37-PM.png" data-mid="114262658" border="0" src="https://freight.cargo.site/w/1000/i/21d4998b385c1d0bbb131464b377ed36be4c988e80469ad10300c609a098a0ca/Screen-Shot-2021-07-20-at-1.56.37-PM.png" /> The brand had to stay true to it’s rustic roots, but also appeal to younger mobile families.And the third voice in success here is the organization itself: the website must not only create experiences that connect customers to value in compelling ways and differentiate the brand through experience, but the folks that run the system have to benefit, too. To discover the limits and life goals of the team, we held workshops that allowed us to get to know the marketers, product owners, producers, and engineers who would be living with this thing on a daily basis. <img width="1440" height="843" width_o="1440" height_o="843" data-src="https://freight.cargo.site/t/original/i/f3f4dbcd0d7d5e8d649660717f9c9f6a8d9968b88500402ea83bc55c27a0c985/Screen-Shot-2021-07-20-at-2.03.00-PM.png" data-mid="114263680" border="0" src="https://freight.cargo.site/w/1000/i/f3f4dbcd0d7d5e8d649660717f9c9f6a8d9968b88500402ea83bc55c27a0c985/Screen-Shot-2021-07-20-at-2.03.00-PM.png" />People have careers, curiosities, and a desire to learn. And your clients are people, too. Lastly, we examined partnerships that could strengthen and differentiate experiences with the Edward Jones brand. What if your first meeting with your financial advisor was set up for success from the jump? What if you instantly felt welcome, respected, and cared for? What if connecting with your financial advisor actually left a good taste in your mouth? <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/0662584ae84c8ae676e3e32af0881d0564dadbef8a81139aff13abbd878d297b/Screen-Shot-2021-07-20-at-3.40.04-PM.png" data-mid="114271498" border="0" src="https://freight.cargo.site/w/1000/i/0662584ae84c8ae676e3e32af0881d0564dadbef8a81139aff13abbd878d297b/Screen-Shot-2021-07-20-at-3.40.04-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/0995879a3d7276c12b094fd00052ef05ae95b90d0aa4a292bd29da571cd3ce2b/Screen-Shot-2021-07-20-at-3.40.08-PM.png" data-mid="114271500" border="0" src="https://freight.cargo.site/w/1000/i/0995879a3d7276c12b094fd00052ef05ae95b90d0aa4a292bd29da571cd3ce2b/Screen-Shot-2021-07-20-at-3.40.08-PM.png" /> Jad and team arranged a partnership with Starbucks, allowing Financial Advisors to buy their clients a coffee from anywhere on Earth.The new Edward Jones enterprise web experience is...&gt; Grounded in research&gt; Co-created with actual customers &gt; Built on Adobe Experience Cloud&gt; Accessible and ADA AAA compliant&gt; WCAG 2.1 Standard&gt; Iterative and living &gt; Piloted via dynamic dashboards <img width="1389" height="1239" width_o="1389" height_o="1239" data-src="https://freight.cargo.site/t/original/i/38602b8eb549d01725f03c3c8d2739b6b84df46e1c6fc38d66cc87d01db42218/Screen-Shot-2021-07-20-at-2.26.51-PM.png" data-mid="114273481" border="0" src="https://freight.cargo.site/w/1000/i/38602b8eb549d01725f03c3c8d2739b6b84df46e1c6fc38d66cc87d01db42218/Screen-Shot-2021-07-20-at-2.26.51-PM.png" /> Check out the new face of Ed Jones → This project took place while Jad was Partner at Slalom Consulting, and he lead the RFP pitch team who beat out some of the world’s top creative agencies for a chance at the multi-year project that represented the largest tech investment Jones has ever made in Marketing. Media <img width="720" height="405" width_o="720" height_o="405" data-src="https://freight.cargo.site/t/original/i/39a7750e4aef69b79ee1944e358f13789242b4836c691fa517b246ea84a98466/Ed_Jones_Tabletop_Gif_Loop.gif" data-mid="114280327" border="0" src="https://freight.cargo.site/w/720/i/39a7750e4aef69b79ee1944e358f13789242b4836c691fa517b246ea84a98466/Ed_Jones_Tabletop_Gif_Loop.gif" /> <img width="2560" height="1440" width_o="2560" height_o="1440" data-src="https://freight.cargo.site/t/original/i/b4eaf93bcafede632712e6ec5db01600125f5d0ddace1540b7c777927eb0e2ca/Screen-Shot-2021-07-20-at-2.48.43-PM.png" data-mid="114270805" border="0" src="https://freight.cargo.site/w/1000/i/b4eaf93bcafede632712e6ec5db01600125f5d0ddace1540b7c777927eb0e2ca/Screen-Shot-2021-07-20-at-2.48.43-PM.png" /> <img width="2560" height="1440" width_o="2560" height_o="1440" 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