The education sector is no stranger to change, but transforming an educational organisation into a scalable, impactful EdTech model requires more than traditional methods. When I joined Narrative 4 (N4), a mission-driven organisation focused on fostering life skills in youth and students, I saw a unique opportunity to leverage my experience with consumer packaged goods (CPG) brands. Having successfully used these frameworks to scale businesses globally, my goal was to professionalise and scale N4, transforming it into an agile EdTech entity capable of reaching millions of educators and students worldwide. Here’s how I applied these proven practices to achieve this transformation.
Where to Play: Defining Our Market and Audience
In consumer goods, defining 'Where to Play' is critical—selecting target markets, understanding consumer profiles, and focusing resources where they can have the most impact. I applied this principle at N4 to create a clear path for growth.
Market Prioritisation
Using an estimation model, we identified high-potential markets, segmented by countries, states, and specific school types (public, private, or state). This granular approach allowed us to allocate resources strategically, focusing on regions where N4’s life skills-building programs would have the greatest impact.
Using an estimation model, we identified high-potential markets, segmented by countries, states, and specific school types (public, private, or state). This granular approach allowed us to allocate resources strategically, focusing on regions where N4’s life skills-building programs would have the greatest impact.
User Profiling
We created profiles for educators and students across various education levels and socio-economic backgrounds, similar to consumer personas. In education, decision makers often differ from end users—like baby food in consumer goods—making it crucial to clearly define users, decision makers, and usage. Using user journey mapping, inspired by user and attitude studies from CPG practices, we identified key motivators and barriers. This helped us tailor N4's offerings to meet specific needs and align with the KPIs of educators and administrators for measurable outcomes. By narrowing our focus to key markets and clearly defining our audience, we laid a strong
strategic foundation—similar to how consumer goods brands prioritise target consumers for efficiency and maximum impact.
We created profiles for educators and students across various education levels and socio-economic backgrounds, similar to consumer personas. In education, decision makers often differ from end users—like baby food in consumer goods—making it crucial to clearly define users, decision makers, and usage. Using user journey mapping, inspired by user and attitude studies from CPG practices, we identified key motivators and barriers. This helped us tailor N4's offerings to meet specific needs and align with the KPIs of educators and administrators for measurable outcomes. By narrowing our focus to key markets and clearly defining our audience, we laid a strong
strategic foundation—similar to how consumer goods brands prioritise target consumers for efficiency and maximum impact.
How to Win: Crafting and Delivering the Value Proposition
Winning in consumer goods involves not only finding the right market but also creating, delivering, and organising a value proposition that resonates. For N4, we adapted these strategies to build a sustainable, scalable model.
Building a Scalable Operating Model
Central to N4’s operational transformation was a streamlined model based on defined roles and responsibilities. By segmenting core teams into product development, customer acquisition, and program deployment (retention), with support from marketing, HR, finance, and technology functions, we established a structure that could respond swiftly to market needs. This consumer goods-inspired model positioned N4 to scale while preserving agility.
Go-to-Market Strategy and Digital Transformation Using CPG-inspired practices in user journey mapping, we analysed educator and student behaviours to identify engagement motivators and barriers. This led to implementing a train-the-trainer model supporting both B2B and B2C engagement. To support hybrid engagement, I led a digital transformation, integrating seven SaaS platforms into a cohesive system. This digital infrastructure increased our trained educator base sixfold, raised online program adoption above 60%, and cut acquisition costs by 90% while expanding our global reach.
Central to N4’s operational transformation was a streamlined model based on defined roles and responsibilities. By segmenting core teams into product development, customer acquisition, and program deployment (retention), with support from marketing, HR, finance, and technology functions, we established a structure that could respond swiftly to market needs. This consumer goods-inspired model positioned N4 to scale while preserving agility.
Go-to-Market Strategy and Digital Transformation Using CPG-inspired practices in user journey mapping, we analysed educator and student behaviours to identify engagement motivators and barriers. This led to implementing a train-the-trainer model supporting both B2B and B2C engagement. To support hybrid engagement, I led a digital transformation, integrating seven SaaS platforms into a cohesive system. This digital infrastructure increased our trained educator base sixfold, raised online program adoption above 60%, and cut acquisition costs by 90% while expanding our global reach.
User Acquisition and Retention Models
Adopting a multi-tiered approach, we targeted school administrators (B2B), engaged educators through referral programs and social media (B2C), and directly connected with students who could influence their schools from the ground up, similar to Apple’s employee-targeted, bottom-up approach in the early days of the iPhone. This layered
strategy, inspired by consumer goods’ synergy between consumer pull and retailer push, drove widespread program adoption.
Adopting a multi-tiered approach, we targeted school administrators (B2B), engaged educators through referral programs and social media (B2C), and directly connected with students who could influence their schools from the ground up, similar to Apple’s employee-targeted, bottom-up approach in the early days of the iPhone. This layered
strategy, inspired by consumer goods’ synergy between consumer pull and retailer push, drove widespread program adoption.
Brand-Building and Positioning
Emphasising the importance of brand identity, we developed a global positioning strategy using the Brand Mind Map model. This unified N4’s global brand voice while allowing flexibility to adapt to regional needs. By establishing a brand visual identity and communication guidelines, we ensured consistent messaging across all regions globally, reinforcing trust and emotional connection—vital in education as in consumer goods.
Emphasising the importance of brand identity, we developed a global positioning strategy using the Brand Mind Map model. This unified N4’s global brand voice while allowing flexibility to adapt to regional needs. By establishing a brand visual identity and communication guidelines, we ensured consistent messaging across all regions globally, reinforcing trust and emotional connection—vital in education as in consumer goods.
Product Portfolio and Segmentation
We redefined N4’s offerings into interconnected programs, creating a potential "moat" through combined offerings rather than standalone products. We packaged these programs for schools with options ranging from 1-12 months, mirroring consumer-centric product architectures in consumer goods. This approach allowed us to tailor solutions to each institution's needs, similar to an A, B, C classification, ensuring long-term engagement.
We redefined N4’s offerings into interconnected programs, creating a potential "moat" through combined offerings rather than standalone products. We packaged these programs for schools with options ranging from 1-12 months, mirroring consumer-centric product architectures in consumer goods. This approach allowed us to tailor solutions to each institution's needs, similar to an A, B, C classification, ensuring long-term engagement.
Data-Driven Engagement
Like consumer goods companies, we used analytics to optimise engagement and retention. By aligning our digital and offline B2B efforts, we maximised educator and student reach, similar to how trade and consumer marketing teams work together to drive investment efficiency.
Like consumer goods companies, we used analytics to optimise engagement and retention. By aligning our digital and offline B2B efforts, we maximised educator and student reach, similar to how trade and consumer marketing teams work together to drive investment efficiency.
Measuring Success
We implemented key metrics focusing on Execution (engagement), Effectiveness (behavioural change), and Efficiency (acquisition costs, retention, lifetime value). Measures from these initiatives rolled up to a proprietary impact measurement framework, which we developed, providing a comprehensive tool to track and measure both short- and long-term impact in one unified platform.
We implemented key metrics focusing on Execution (engagement), Effectiveness (behavioural change), and Efficiency (acquisition costs, retention, lifetime value). Measures from these initiatives rolled up to a proprietary impact measurement framework, which we developed, providing a comprehensive tool to track and measure both short- and long-term impact in one unified platform.
Aligning Organisational Development with Strategy
A winning strategy needs a robust organisational structure to bring it to life. I used the Congruence Model to align N4’s strategy with its internal structure, ensuring that processes, people, and values worked in harmony to support N4’s mission. This alignment helped bridge gaps and created a shared understanding, allowing us to address challenges holistically.
Integrated Business Planning (IBP)
To foster accountability and eliminate silos, I implemented an IBP process, aligning B2B and B2C teams around shared goals. This cross-functional planning process, which I successfully deployed in my previous organisations, enabled each team to work toward shared goals, enhancing operational efficiency.
To foster accountability and eliminate silos, I implemented an IBP process, aligning B2B and B2C teams around shared goals. This cross-functional planning process, which I successfully deployed in my previous organisations, enabled each team to work toward shared goals, enhancing operational efficiency.
Employee Engagement and Development
Leveraging tools like the Leapsome (people engagement tool) platform, we streamlined the complete employee journey, from onboarding to performance management and development. The decision to adopt an employee engagement platform helped keep costs low while ensuring our fully remote, global team worked towards a unified goal. This investment was crucial for building commitment to organisational goals across diverse cultural and professional backgrounds.
Leveraging tools like the Leapsome (people engagement tool) platform, we streamlined the complete employee journey, from onboarding to performance management and development. The decision to adopt an employee engagement platform helped keep costs low while ensuring our fully remote, global team worked towards a unified goal. This investment was crucial for building commitment to organisational goals across diverse cultural and professional backgrounds.
These changes have positioned N4 for sustained growth, cultivating a culture of accountability, continuous improvement, and alignment with the mission.
Conclusion
In transforming N4, my goal was to blend consumer goods strategies—segment, scalable distribution, brand-building, and operational efficiency—with N4's mission-driven purpose in education. We implemented these initiatives with varying degrees of success, learning and iterating along the way. By following a structured framework and applying proven methods, I led the development of a strong foundation, professionalising the
organisation and preparing it for the next phase of growth. This experience shows the potential of cross-industry practices to drive impact and performance in new sectors.
organisation and preparing it for the next phase of growth. This experience shows the potential of cross-industry practices to drive impact and performance in new sectors.
In a rapidly changing world, how can other sectors benefit from cross-industry practices? What business principles from other sectors could transform your industry?
-----
If you’re looking to drive digital transformation, scale businesses globally, or unlock growth through innovation, feel free to connect—I’m always open to meaningful conversations about transforming challenges into opportunities.