Experience & credentials

The experience behind the judgment.

Organizational consulting. Executive careers. Marketing leadership. A record of work across the settings where leadership, positioning and execution matter.

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Selected engagements

Trusted with organizational priorities.

Selected consulting engagements across enterprise, higher education, workforce development and the public sector.

Apsona / Prior executive experience

Reducing founder dependency.
Establishing consistent marketing execution.

Vice President of Marketing
First dedicated marketing leader

The challenge

Routine marketing decisions waited for the founder, making day-to-day execution dependent on the founder’s availability.

The strategic decision

Establish clear ownership and decision authority so the marketing function could move work forward independently.

The execution

Demisha defined responsibilities, introduced a marketing calendar with priorities and deadlines, established a campaign planning and launch process, and implemented regular reporting and progress reviews.

The observed change

Demisha observed routine work progressing without waiting for the founder. Campaigns and content became more consistent, handoffs and follow-up became more reliable, and priorities and progress were easier to track. The founder spent less time managing routine marketing tasks.

Prior executive experience at Apsona; distinct from DJC consulting engagements.

Selected engagement / Amazon

Closing the gap between development and practical application.

Consulting relationship: ~2 years
Workforce participants: 200+
Mandate: Renewed & expanded

The challenge

Participants understood concepts but struggled to apply them. Group sessions alone did not address individual barriers, and leaders needed a distinct development approach.

The strategic decision

Redesign the program around practical application, combining a consistent curriculum with individual support and a separate leadership-development approach.

The execution

Demisha assessed needs with program stakeholders, redesigned the curriculum, delivered group and individual strategy sessions, and developed tools and action plans. She provided leadership development and executive coaching, refining delivery through participant interactions and feedback.

The observed change

Demisha observed participants applying concepts to their career situations, producing clearer professional narratives and interview responses, and using tools between sessions. Leaders applied communication and management practices addressed in the engagement.

The engagement’s progression

The approximately two-year relationship supported more than 200 workforce-development participants. It renewed for additional cohorts and expanded into additional participant support, leadership work and program advisory.

Discuss a Leadership or Workforce Mandate

Selected consulting engagement

New York Jobs CEO Council

Creating a consistent preparation process with support for individual readiness.

The challenge

Students and early-career participants struggled to connect their experience to employer needs. Readiness varied, and the program lacked a consistent preparation process.

The strategic decision

Establish a shared preparation framework, supported by individual strategy sessions and exercises tailored to participant needs.

The execution

Demisha designed employer-relevant exercises, incorporated practice interviews and structured feedback, and combined group delivery with individual support. She created tools and coordinated delivery with program stakeholders.

The observed change

Demisha observed clearer skills examples and more focused interview responses. Preparation followed a more consistent process, and stakeholder coordination became clearer.

The scope

An estimated 100–199 students and early-career participants.

Selected consulting engagement

City of South Bend — DEI Department

Connecting the department’s purpose to clear messaging and coordinated outreach.

The challenge

Messaging did not clearly explain the department’s work or relevance. Communications varied across materials and channels, and outreach lacked clear priorities, timing and responsibilities.

The strategic decision

Establish a consistent core message, tailor it to specific audiences and organize outreach around a practical implementation plan.

The execution

Demisha clarified messaging, defined audiences, aligned materials and prioritized outreach. She established timing, responsibilities and implementation steps, produced materials and coordinated with stakeholders. City staff carried out the recommendations.

The reported change

City staff adopted the recommendations and used the materials publicly. Staff reported increased awareness of the department’s work; no quantified results were provided.

Selected consulting engagement

University of Notre Dame

Translating expertise into clearer, audience-specific communication.

The challenge

Faculty and department leaders brought strong expertise, but their professional narratives lacked clarity. Participants struggled to apply communication concepts to real situations.

The strategic decision

Build the development experience around participants’ actual leadership contexts and the audiences they needed to reach.

The execution

Demisha designed practical exercises, tailored messaging activities to different audiences and combined group instruction with individual feedback. She created tools and action plans for continued use.

The observed change

During exercises, Demisha observed participants explaining their contributions more clearly and adapting their communication to specific audiences.

The scope

An estimated 50–74 faculty and department leaders supported through workshops and individual advisory.

Selected consulting engagement

South Bend Community School Corporation

Aligning a CFO’s professional positioning with their leadership scope.

The mandate

An engagement commissioned and funded by the school corporation to support its CFO’s professional positioning.

The challenge

Materials emphasized responsibilities over contributions. The narrative did not adequately convey leadership scope, messaging lacked audience clarity and professional materials were inconsistent.

The strategic decision

Establish coherent positioning around leadership contributions, supporting examples and the intended audience.

The execution

Demisha clarified the audience, reorganized the narrative, aligned professional materials and connected leadership communication coaching to the revised positioning.

The observed change

The revised materials communicated the CFO’s leadership scope more clearly, with a consistent account of expertise and contributions.

Independent MBA research / Lippert · LCI Industries

From organizational capability to operating value.

Six months of research connecting business analysis, strategic recommendations and execution planning.

Independent academic research based on published sources; not a commissioned Lippert engagement. The recommendations and projected benefits were not implemented or validated through this study.

The business question

How could operational efficiency, resource utilization, leadership alignment and workforce adoption support stronger operating profitability?

The central finding

The analysis identified coordinated execution as a central requirement for translating existing resources and capabilities into improved performance.

The strategic recommendations

Manufacturing automation and technology integration; an enterprise operational excellence program; facility optimization and cost structure review; and change leadership and workforce adoption.

The proposed execution

A 24-month roadmap covering assessment and alignment, pilot implementation and workforce preparation, enterprise deployment, and continuous improvement. Executive oversight and review routines connected the phases.

The measurement approach

Financial, operational and workforce indicators, including operating margin, productivity, cycle times, facility utilization and adoption. Investment criteria included expected value, payback period, feasibility, resources and strategic alignment.

Client advancement

In our clients’ careers.

Client testimonial / VP appointment

“Demisha’s guidance and support led me to my dream job as a VP!”

Umu

Client advancement / Shalon Johnson

Director to C-suite

After working with Demisha, Shalon moved from Director to C-suite, bypassing the VP level.

Client advancement / Caitie Collins

Director to VP.
Then C-suite.

After working with Demisha, Caitie moved from Director to VP, then to C-suite 10 months later.

Umu’s words are reproduced from her supplied testimonial. Shalon’s and Caitie’s advancement summaries are reported by Demisha. Individual outcomes vary.

Selected executive clients

Directors. Vice Presidents.
C-suite leaders.

Demisha’s clients include leaders responsible for strategy, transformation, operations, technology, people and financial performance.

Individual clients have worked at

Warner Bros.
Disney
Verizon
Salesforce
Harvard
Johns Hopkins
Schneider Electric

Director level

Alkenya

Senior Advisor, Public Innovation

Whitney

Strategy Execution Leader, Commercial Strategy & Transformation

Natalie

Director of Operations

Ashanti

Senior Director, Technical Program Manager – Product Engineering

Vice presidents

Danielle

Vice President

Umu

Vice President

Rubitha

Vice President, Human Capital Management

Kay

Vice President, Research & Consumer Insights

C-suite

Bianca

Officer of Diversity, Inclusion & Compliance

Caitie

Chief Operating Officer

Shalon

Chief Medical Officer

Onianté

Chief Financial Officer

Selected former clients, shared with permission. Role descriptions as provided.

Media, speaking & teaching

A perspective carried into
professional conversations.

Teaching

LinkedIn Learning instructor

More than 4,400 people have started B2C Marketing: 3 Steps to Reach Your Target Audience, created with Madecraft.

Explore the Course

Course starts reflect the snapshot supplied in October 2026.

Speaking

Black Is Tech panelist

Career expertise brought to the stage through panel participation at the Black Is Tech Conference.

Discuss Speaking or a Panel

Featured & quoted in

Start with the problem worth solving.

Choose a time to discuss your situation, priorities and next step.

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Prefer to send a short inquiry?

The experience behind the judgment.

Trusted with organizational priorities.

Reducing founder dependency.Establishing consistent marketing execution.

The challenge

The strategic decision

The execution

The observed change

Closing the gap between development and practical application.

The challenge

The strategic decision

The execution

The observed change

The engagement’s progression

New York Jobs CEO Council

The challenge

The strategic decision

The execution

The observed change

The scope

City of South Bend — DEI Department

The challenge

The strategic decision

The execution

The reported change

University of Notre Dame

The challenge

The strategic decision

The execution

The observed change

The scope

South Bend Community School Corporation

The mandate

The challenge

The strategic decision

The execution

The observed change

From organizational capability to operating value.

The business question

The central finding

The strategic recommendations

The proposed execution

The measurement approach

In our clients’ careers.

Director to C-suite

Director to VP.Then C-suite.

Directors. Vice Presidents.C-suite leaders.

Director level

Alkenya

Whitney

Natalie

Ashanti

Vice presidents

Danielle

Umu

Rubitha

Kay

C-suite

Bianca

Caitie

Shalon

Onianté

A perspective carried intoprofessional conversations.

LinkedIn Learning instructor

Black Is Tech panelist

Forbes

The Wall Street Journal

CNN

Start with the problem worth solving.

Reducing founder dependency.
Establishing consistent marketing execution.

Director to VP.
Then C-suite.

Directors. Vice Presidents.
C-suite leaders.

A perspective carried into
professional conversations.