The creation and rollout of a three-year strategic plan for Emory’s $4B campaign
Role: Strategic Architect, Programming Lead, Cross-Functional Collaborator
Timeline: January 2023-April 2024
Core Skills: Strategic planning, stakeholder engagement, integrated programming, digital innovation, design thinking, executive communication
The Opportunity
After nearly two years of producing programming for Emory across the globe, including a multi-continent tour to introduce Emory’s new president, I saw an opportunity to recalibrate. Our recently launched $4 billion campaign, 2O36, was gaining traction, but our programming model was beginning to show signs of fatigue. Guests kept receiving the same types of invitations, again and again. Planning remained reactive, often dictated by leadership schedules. And I had recently inherited a suite of digital content with untapped potential.
At that point, strategic planning of this scope wasn’t technically in my job description, but it wasn’t in anyone else’s either. I stepped in to fill the gap, not just because it was needed, but because I believed there was a better way forward.
It was time for a bold, forward-looking plan, one that moved us beyond the launch of the president and the campaign and into sustained momentum.
The Approach
I began by listening. I gathered internal feedback across departments and surveyed past event attendees to understand what was working and what wasn’t. I wanted to know what kinds of programming would actually resonate and support our colleagues’ goals.
From that insight, I developed a three-year strategic programming plan (lovingly nicknamed The Plan™) designed to reinvigorate engagement and extend our reach. The Plan included:
- A tiered model of live events:
- Signature programs with TED-style talks by faculty in key markets
- Targeted high-level dinners with Emory’s president and top donor prospects
- Intimate, low-cost gatherings in emerging regions with compelling speakers
- A relaunch of our digital programming verticals, designed to complement and extend the reach of our in-person engagement Read more about that strategy →
- A brand refresh for 2O36, signaling a new chapter in the campaign and helping audiences immediately recognize that something had changed
We also had new academic leadership, including two fairly new deans, so I strategically integrated them into our signature programming. This approach not only maximized their exposure and built early trust with constituents, but also eliminated the need for separate rollout events, reducing donor fatigue and generating significant savings in both time and financial resources.
To align around a campaign thesis for the final years of 2O36, I pulled together a design thinking session with team leads from across Emory’s Advancement and Alumni Engagement division. The campaign’s catchphrase was “The Future Starts with You,” and I wanted our next phase to capture the hopefulness and ambition that tagline promised. So we developed a new thesis to guide all programming moving forward:
“These are exciting times at Emory. A beacon of hope where knowledge is transformed into powerful solutions, Emory is at the forefront of the biggest issues facing society. The Emory community—on campus and throughout the world—is driven by a distinct purpose: to think beyond oneself for the greater good. Together, we will turn our vision into a brighter world for all.”
This message shaped our storytelling and outreach, creating consistency and meaning across dozens of events and digital touchpoints. Once the foundation was in place, I became the face of the plan internally. I took it on a roadshow across the university, meeting with departments and leadership teams to explain the vision, answer questions, and rally support. These sessions were key to aligning priorities, building shared ownership, and helping teams see where they fit into the bigger picture.
I wanted to create programs that made people feel hopeful about the future. Not just flashy events—but conversations that meant something.
As part of the rollout, I also introduced a refreshed version of the 2O36 brand identity. The updates were subtle (refined messaging, tone, and visuals) but deliberate. The goal was to create a sense of momentum and signal to constituents that what they were receiving wasn’t a repeat of the launch phase. This helped re-engage previously passive audiences and built anticipation for what came next.
From there, I selected topics and faculty members to feature, prioritizing not just leadership favorites, but the most compelling speakers for the themes we wanted to explore. I chose dates and venues for live programs, balancing market priorities, academic calendars, and available resources.
The Outcome
The Plan™ was a hit.
With timelines extended and cross-department planning finally streamlined, the first nine months of the plan ran with near-seamless execution. For the first time in years, teams across the division had the lead time and clarity they needed to deliver excellent work. Feedback from donors was overwhelmingly positive. Our teams were energized.
“I’ve been to lots of alumni events from different schools. Emory’s are the best for the locations, topics, food, drink, and vibes. Top drawer all the way.”
– Emory constituent, end-of-year survey
And fundraisers were equipped with tools to keep the campaign alive between donor visits. To do that, I partnered with our communications team to create a series of toolkits that made it easier to share the digital content we were producing. Each toolkit included suggested language, links, and graphics to help translate campaign storytelling into simple, thoughtful touchpoints. The goal was to reduce friction, especially for newer fundraisers, and give everyone easy, consistent ways to stay meaningfully connected with their donors and prospects between visits.
Unfortunately, university-wide budget constraints in Spring 2024 required a shift in priorities, and the plan had to be put on pause. It was disappointing, but we had already proven that a strategic, audience-first approach could increase efficiency and deepen impact.
Rather than dwell on what could’ve been, I pivoted quickly into designing the campaign’s closing experience: a major donor stewardship event set to cap off the campaign in Fall 2025.
The Most Meaningful Part
For me, the process of shaping The Plan™ was deeply affirming. It combined everything I love: listening to stakeholders, building systems that scale, telling a compelling story, and giving colleagues across the university a common roadmap to follow. It also reminded me how much stronger our work becomes when we look up from our to-do lists and ask bigger questions: What’s the goal? What do our audiences need? And how do we build something that actually works?
What made it especially meaningful wasn’t just the impact, it was the initiative. At the time I proposed The Plan™, strategic campaign planning wasn’t in my job description. But it wasn’t in anyone else’s either. I stepped up, took on the work, and brought it to life on top of my everyday responsibilities. There was no guarantee it would lead to recognition or promotion – I just believed in what the campaign could be. (Although yes, eventually, it did become part of my official role, and I received a new title and expanded responsibilities as a result.)
This case study is a reminder that some of the most transformative work happens not because it’s assigned, but because someone sees the need and says yes.
We had proven that a strategic, audience-first approach could increase efficiency and deepen impact.
Key Takeaways
Looking back, this project offered more than just momentum, it offered clarity. These were the lessons I took with me, and the principles I’ll carry forward.
- Step into the gap. Some of the most meaningful work begins where no job description covers it.
- Internal buy-in matters. A good plan needs alignment, not just approval.
- Invest once, impact often. Repurposing event content into evergreen digital assets creates exponential returns.
- Small shifts can make a big difference. A refreshed brand identity helped reset constituent attention and curiosity.
- Great ideas need great communication. Roadshows, listening sessions, and internal evangelism turned The Plan™ into a shared vision.