Built. Launched. Scaled.
I’ve led work where the stakes were high, the moving parts were many, and progress depended on more than a good idea. I set direction, build the capability behind it, and lead teams through delivery. The results below show that work in action.
These examples reflect work I’ve led in professional roles throughout my career. They are not presented as client engagements delivered by From Here Advisory.
From Here Advisory operates independently of my federal employment. Its services are offered solely in my personal capacity and are not affiliated with, sponsored by or endorsed by the U.S. government or any federal agency.
Digital products and transformation
Modernizing Medicare.gov and building the next generation of digital services
70 million
Americans covered by the Medicare program
The challenge
Medicare.gov has to help people navigate complex, consequential decisions. Its products must work across policy, technology, security, content, identity, and service operations. A complete refresh required those parts to move together, while new products needed a foundation for more useful and personalized experiences.
What I led
I led the complete refresh of Medicare.gov and lead a portfolio of digital products serving the American public. I set product direction, make decisions across competing priorities, and lead cross-functional teams from concept through delivery. My work includes new product initiatives and personalized experiences built using complex data. Worked closely with credential service providers Login.gov, ID.me and CLEAR, alongside internal engineering teams, to implement identity verification that strengthened online account security. I connect the product vision to the technical and operational work required to put it in people’s hands.
The result
The refreshed Medicare.gov experience launched publicly. The broader portfolio continues to advance identity, personalization, and new digital capabilities. This is product leadership at national scale within a Medicare program covering approximately 70 million Americans.
The enrollment figure describes the Medicare program, not the number of people who used Medicare.gov or a particular product.
Sales leadership and growth
Increasing sales production 250% year over year
$300 million
in annual net-new membership revenue
The challenge
A $300 million sales portfolio spanned broker, field, and telesales channels. Growth depended on more than setting targets. It required channel strategy, strong execution, capable teams, effective vendors, and a clear approach to acquisition and retention.
What I led
I directed the portfolio and its growth strategy, with responsibility for a cost center exceeding $20 million and more than 200 direct and indirect team members. I aligned channel priorities, led acquisition and retention work, and selected and implemented a new telesales vendor. The goal was to build a sales organization that could execute consistently across channels and perform at a higher level.
The result
In my first year, annual enrollment period sales production increased 250% year over year, achieving $300 million in annual net-new membership revenue.
Building operations and products
Building a new capability that reached more than 1,500 clinics
1,500+ clinics
served across 26 states
The challenge
A national primary care provider network needed a way to help patients understand their Medicare coverage and identify alternatives offering additional benefits or potential savings.
What I led
I led the end-to-end development of a new product that turned claims data into personalized coverage comparisons, from user research and product strategy through interface design and delivery. I coordinated cross-functional stakeholders, technical teams and engineers, and built the patient education operation, broker network and referral systems to put the product into practice nationwide.
The result
The operation served 1,500 primary care clinics across 26 states and supported thousands of referrals annually, bringing personalized, data-informed coverage guidance to patients across a national provider network.
Marketing and brand strategy
Turning a company’s story into a national business development asset
The challenge
A national primary care provider group needed a compelling way to communicate its value to prospective partners through the experiences of providers, patients and health navigators.
What I led
I directed and produced the promotional video from start to finish across three markets. I owned the creative direction, scripting, voiceover, vendor selection and production logistics. I conducted the interviews, directed photography and filming, and guided the videographer through editing and final production.
The result
The finished video became a core promotional asset used by the business development team nationwide, bringing the company’s story to life through the people delivering and receiving its services.
Watch the finished video
National provider group business development video. Creative direction and production led by Leslie Wilson, MBA.
New venture execution
Launching across 13 states and reaching the first sale in 84 days
84 days
from new venture to first sale, across 13 states and 21 carriers
The challenge
A new sales agency had a narrow window to become operational. Market access, carrier relationships, agent onboarding, marketing, and the customer journey all had to come together before the team could sell.
What I led
I built the distribution operation across 13 states and 21 carriers. I onboarded and activated more than 50 telesales agents and led the work from market entry and partnerships through sales processes and membership. I brought the interdependent pieces together around a launch deadline.
The result
The agency sold its first plan within 84 days. In that time, it went from a new business to an active multistate sales operation.
Business growth and execution
Helping a family-owned business grow from six figures to seven figures
6 → 7 figures
revenue growth in less than four years
The challenge
A construction business was ready for larger opportunities, but taking them on meant developing the ability to find, win, plan, and deliver more substantial projects across multiple lines of business.
What I led
I helped drive the work end to end: sourcing opportunities, developing relationships, preparing bids, planning projects, and coordinating implementation. I also helped strengthen the processes and capacity needed to execute larger projects across three lines of business.
The result
In less than four years, the business grew from low multiple six figures in revenue to multiple seven figures. It expanded the scale and complexity of the work it could pursue and deliver.
What needs to move forward in your business?
I bring this experience to work that needs clear direction and someone who knows how to turn it into execution. If an important priority has outgrown your current capacity or keeps getting stuck between teams, let’s talk about what it will take to deliver.
These examples reflect Leslie Wilson’s work throughout her career. They are not From Here Advisory client engagements.