I was tasked with marrying five decks from five different groups into one cohesive “plan of attack” everyone could rally around. It took a lot of hand-holding edits, but my project manager and I built an excellent rhythm, and—through experience—we learned how to tailor our communication style for each Nike program manager. I also had to lobby hard for what content truly mattered, pushing to cut redundancy while protecting the insights that moved decisions forward. Once we aligned on the narrative, I mapped the information architecture and designed visuals that translated complex concepts into language—and graphics—that laypeople could grasp at a glance. The result was a single, clear deck that accelerated cross-team alignment and made next steps obvious.
