Bold Pivot to Retain Business

Case Study: Virtual Pivot + Business Model Transformation

Challenge:
Two weeks before our flagship Women’s Leadership Conference, the pandemic threatened catastrophic financial losses jeopardizing our signature program, 70% of annual programming revenue from in-person learning events, and the viability of our pay-per-event business model. In response, I led an urgent cross-functional pivot across programs that not only safeguarded revenue but also expanded access and proved the concept of a new membership-based business model.

My Role
Design lead, change management strategist, and cross-functional program manager.

Process

  • Redesigned the conference for virtual delivery using adult learning principles.

  • Produced a values-driven explainer video to reassure participants through the shift in modality.

  • Trained facilitators on virtual engagement and troubleshooting.

  • Created and implemented new virtual design standards and reviewed conversions and new designs across all learning products.

  • Reframed communications to emphasize connection, access, and continuity.

  • Partnered with leadership to leverage this pivot as proof of concept for transitioning from pay-per-event to a membership model.

Deliverables

  • Fully virtual conference design and execution across Zoom and our LMS.

  • Facilitator training modules and coaching sessions.

  • Internal design standards and review process.

  • Participant communication & engagement campaign.

  • Business case for scaling virtual programming via membership.

Assessment & Measurement Strategy

  • Pre-event survey gauged participant fears, expectations, and confidence in the shift to virtual.

  • Session analytics such as attendance, drop-off rates, and chat/Q&A activity tracked engagement.

  • Frequent and iterative facilitator feedback loops allowed us to debrief and pivot throughout the event and plan for future delivery.

  • Post-event surveys collected quantitative and qualitative feedback to use for iteration and tailored messaging.

  • Revenue retention, recurring member uptake, and increased renewal rates helped us evaluate the new business model.

Impact

  • Average participant satisfaction rose from 4.4 to 4.7 company-wide.

  • Removed in-person barriers of travel, cost, caregiving, and geography.

  • Provided built-in accommodations such as captions, transcripts, screen reader–friendly materials.

  • Attendance retention 95% despite format change.

  • Revenue preserved and grew during crisis.

  • Facilitator confidence ↑ 30% after training and one coaching session.

  • Enhanced value of new membership model, securing sustainable revenue and reducing reliance on one-off events.

Insights Learned: Leading in Crisis

  • Accessibility is inclusion. By designing with equity and disability access at the forefront, we learned that digital learning environments not only maintain quality but can also amplify reach and bring new voices and perspectives into the conversation.

  • Virtual doesn’t mean less engaging. Intentional design can increase satisfaction.

  • Moments of crisis can fuel transformation. The forced pivot created urgency and buy-in for a new, more resilient business model.

  • Connection is the product. Participants valued the sense of continuity and community as much as the content.