Capability Portfolio

Work Of Me

What makes you work

Work Of Me is a business development practice. We work in the distance between what a business intends and what is actually happening on the ground. That distance is where growth stalls, and it rarely sits in one department.

So the work runs the full stack: brand and product development, sales and retail operations, channel creation, organizational design, event production and activation, and the AI-integrated operating layer underneath all of it. Built for complex and high-stakes conditions, and built to keep working after we leave.

01   Where the Work Starts

Organizations, businesses and brands arrive from different positions. What they share is distance between where the business is pointed and what the operation can actually carry.

Five conditions recur often enough to plan around, and the industry rarely changes the diagnosis. Each one opens into the same discipline.

This is why the practice can enter a category it has never worked before and still know what the build is. Each of the five has been run inside the last few years, with the artifacts to show for it.

02   What We Build

Seven capabilities, worked across manufacturing and supply chain, retail and consumer brands, wellness and provider networks, youth development and community programs, events and live culture, and AI-integrated operations.

Channel Creation

Build a route to market where none exists. Research and verify the prospect universe from source, segment it, load it into CRM, write the outreach playbook, anchor it to a purchase point, and brief the field.

The function
A sales organization that previously had nowhere to call now has a named, verified, segmented universe and a sequence for working it.

Dr. Glenn's, Provider and Facility Channel

Tamalpais Co-Packing · 2026 · Channel built from zero

A full spectrum solventless topicals and tinctures line was preparing to launch into a contracting California market, where the conventional route, more dispensary doors, was the wrong route for the customer. The channel had to be built somewhere else entirely.

Built: a verified prospect base of 505 organizations and 552 named contacts across six segments and six Bay Area counties. Senior living, wellness and provider practices, veterans organizations, oncology, integrative physicians, podiatry. Every row confirmed on the organization's own website or official record, with the source page recorded. Named humans taken only from the organization's own published pages, never scraped from social platforms, review sites or job boards.

Alongside it: a 23 page channel activation plan governing the segment thesis and rollout tiers, a licensing level regulatory analysis against California's Ryan's Law, a full HubSpot import, and a collateral production system tracking 41 pieces across retailer, provider, consumer, sample, digital and event routes.

The discipline is in the audit trail. The workbooks carry an Excluded tab, a Not Verified tab, and a Source Corrections tab. When an earlier research pass produced ten entries that did not survive checking, the correction was documented rather than quietly absorbed: do not hand the original list to a rep.

The plan sets its own limits in writing. Hard targets stay off the table until there is operating data to set them against, because a number pulled before the first region proves out is a guess. Two of the six segments are flagged as the honest soft spots and treated qualitatively. A study running counter to the brand's own interest is included in the evidence base.

Department Build

Stand up the commercial organization a company does not have. Procurement and product, the roles and the staffing, the operating procedures, the databases and CRM, and the sales motion that puts product in front of buyers.

The function
A company that had no commercial function now operates one, staffed and documented to the level that it runs on its own.

Rokin Cannabis

2025 to 2026 · Brand launch through statewide distribution

More than 150 retail doors statewide, inside a year of the first product reaching market.

Rokin Cannabis did not exist before 2025. A hardware manufacturer with a decade of history wanted a consumables brand, and underneath the idea there was nothing: no product, no positioning, no sales organization, no operating procedures, no database, no accounts.

First product reached market in July 2025. Inside a year the brand was carried in more than 150 stores statewide.

Built: procurement and supplier selection. Product positioning and tier architecture. The brand system and the retail education behind it. Sales and marketing staffing. Full departmental standard operating procedures. The database and CRM buildouts the commercial function runs on.

The positioning came out of the manufacturing history rather than around it: the device came first, the oil came second, and the calibration between them is the product. No competitor could make that claim, because no competitor built the hardware first.

A vertically integrated California operator

2023 · Three house brands, two retail locations, four licenses, twelve product lines

8 field reps with territories assigned across the state. 12 product lines. A three phase build.

The company was self funded, growing, and entirely dependent on an outside distributor for sales. Marketing was detached from sales, two of the three house brands competed with each other, and there was no defined marketing budget or clear target.

Built: the marketing department, as the client's own plan put it. A four quadrant SWOT across brand, sales, marketing and operations. A brand and retail marketing plan co-authored with the owner. A three phase project master with assignees, deliverables, a systems map and per brand sheets. An Inside Sales Manager job architecture with its interdepartmental functions defined. A HubSpot integration with onboarding and training built for team leads, sales managers and field management. A marketing and production calendar.

The plan rejected consumer persona orthodoxy on the record, and the reasoning holds up: segmenting customers through our industry's vertical supply chain allows us to target the key aspects of our marketing, sales, and product development that will ultimately secure sell-through, our common ROI metric. Buyer personas were defined instead as the retail purchasing manager, the staff influencer, and the retail consumer.

4Twenty Market

Direct Work Of Me engagement · 2023 · Retail launch, Oakland and West Hollywood

Two markets opened.

A retailer opening in two markets, with the brand, the site and the operating documentation all to be built.

Built: brand identity and logo system in print and web variants, a website with product and menu architecture, staff and retail merchandise design, standard operating procedures, and the social media program. Carried as a direct Work Of Me engagement across the better part of a year.

The opening itself was produced as an event. That work appears under Activation and Event Production.

Brand and Product World Build

Take a product or a company with no identity and give it one. Brand truth, naming and architecture, packaging hierarchy, messaging, SKU system, vocabulary discipline, collateral.

The function
A brand exists where none did, specified deeply enough that other teams and outside vendors can produce against it consistently.

A parent production house and three product worlds

Tamalpais Co-Packing · 2026

One parent brand and three product lines, built clean room from nothing.

A licensed solventless production house with capacity and no consumer facing identity. Each line carries its own voice, language bank, packaging hierarchy and personality: a premium concentrate line, a portable format line, and an infused social line. Naming ran as a structured survey rather than a preference call. The parent identity was developed through a brand identity workbook running two directions across twenty prompts, with a blank final decision line under each so the decision stayed with ownership.

Supporting it: the parent logo system in five lockups plus drop and stamp variants across raster, vector and source formats, a full logo master set for the lead product line, and the wholesale, tolling and bulk extract collateral the sales function runs on.

Sales and Retail Operations

Build the sales operation as a system. The CRM it runs on, the procedures that make it repeatable, and the structure that lets a company add people, products and markets without rebuilding itself each time.

The function
The operation carries more volume, more people and more markets without being rebuilt each time.

Growth puts weight on the parts of a sales organization that were never written down. Method that lives with the person who developed it. Records that reflect whoever last touched them. Forecasts that depend on who thought to ask. Structure tends to lag the operation it supports, and the gap shows first at the points where departments hand work to each other.

Work Of Me builds the system the departments run on together. Sales strategy designed against production capacity and lead times rather than against a quota in isolation. Pipeline and account architecture that gives marketing, production and finance the same forward picture from the same record. The operating procedures that hold that alignment when the people change. The CRM is the substrate all of it runs on.

Understanding the difference between a functional system and an expensive tool. The platform is rarely the constraint. What decides whether it returns its cost is how it is configured against the real operation, which teams it connects, and whether the procedures around it hold through a staffing change. That judgment is the work.

Reading return across regions and segments. Sell-through and pipeline numbers on one side, what the field and the accounts are actually saying on the other. Synthesizing both into a defensible read of where the return is, region by region and segment by segment, is what turns reporting into a decision about where the next dollar and the next rep should go.

Pricing discipline, territory structure, account coverage and incentive design all sit inside that build.

The measure is what the company can absorb afterward. A new rep, a new territory, a new product line, a new market, without the system needing to be rebuilt around it. At Rokin that operation carried a brand from nothing to more than 150 retail doors statewide inside a year, and the department, the procedures and the database underneath it were built as part of the same launch.

Activation and Event Production

Produce an industry or consumer activation with sponsor monetization attached, and treat the venue as an asset to be programmed rather than a room to be filled.

The function
The client's marketing is funded by the brands who benefit from it, not by the client.

This is the through line across the event work, and it is stated most directly in a 2026 retail engagement: we do not view the grand opening and retail marketing as a cost center, but as a revenue leverage point. We shift the financial burden from ownership to the vendors.

Bud Drop

4/20/2023 · The Grand Nightclub, San Francisco · Cannabis B2B build

Sold out at The Grand Nightclub. Five sponsorship tiers.

Work Of Me was brought on to build the cannabis B2B side of the event: the licensed brand participation, the sponsorship structure that funded it, and the retail relationships that carried it into the market. A sold out night at The Grand Nightclub on 4/20 itself.

The Veggies and BeMore pairing anchored the night, a well received collaboration between a lifestyle brand and a regulated product line, built to give both increased exposure and a route into the market.

Built: the sponsorship architecture. Five tiers from a booth package up to a buyer and budtender experience, a separate dispensary partner tier, and a title package assembled for a named set of brands rather than sold off a sheet.

The dispensary tier is the part worth noting. Retailers contributed reach rather than cash, spreading word through their own channels in exchange for guest list spots for their own customers, which put the retail network to work as distribution for the event.

4Twenty Market Grand Opening

October 2023 · Oakland

Fifteen brands activating on site.

The opening was produced as a cultural event: a headline performance, DJs, a host, and food vendors whose proceeds were donated.

Built: a fifteen brand vendor roster, each with a named contact and a booked activation window. Alien Labs and Connected, Kiva with Camino and Lost Farm, STIIIZY, West Coast Cure, Seven Leaves, Sherbinskis, FloraCal, Papa's Herb, American Weed Co., Himalaya, Humo, Lolo and Panacea. Headline talent contracted and executed. Food vendors contracted under the Work Of Me name.

Fifteen brands on site means fifteen marketing budgets pointed at the same opening.

Roast Battle x cannabis brands

2024 to 2026 · Cobb's Comedy Club, San Francisco · Recurring partnership

Two brands, two years apart, on the same format.

Cannabis brands are locked out of most advertising. Paid social rejects them, broadcast will not take them, and what remains is crowded with everyone else in the same position. Consumer reach in this category has to be built rather than bought.

Built: a recurring partnership between a national comedy format and cannabis brands, produced at Cobb's Comedy Club in San Francisco and across the Bay Area. The format brought the audience and the cultural standing. The brand brought the sponsorship. Neither could have produced the other side alone.

The repeatability is the point. The same format carried one brand in 2024 and a different one in 2026. Once it runs twice it stops being a night on the calendar and becomes something to bring the next partner to, with the production, the venue relationship and the talent access already proven.

Each run also produced talent access, footage, and consumer facing content the brand carried across its own digital channels well after the room emptied.

Root'd 510 Lounge

2024 · Oakland · Hospitality and event space program

A retailer with a hospitality space and an open question about how to program it. The program built a monthly branded talent competition, ticketed performing arts headliners, sponsored wellness programming, sponsored community nights, holiday and seasonal events, and open coworking hours. Two events were modeled end to end as worked examples, including the artist rental model and the sponsored sports night.

The commitment made in writing is the unusual part: Work Of Me will be responsible for the profitability of generating revenue once we establish clear parameters, KPIs, and collaborative support guidelines.

Industry and consumer activations

Across the wider body of event work: a per sponsor customized deck system for a Bay Area culture gathering, rebuilt end to end for each prospect with that brand's naming rights, signature cocktail, lounge and step and repeat written through every line of the offer. A comedy series proposal built around a national headliner and a two floor venue format. A festival VIP lounge activation structured as a three party in kind consortium with no cash changing hands.

AI-Integrated Operating Systems

The layer that keeps working after the engagement ends. Meeting record and action item systems, CRM builds and migrations, standard operating procedure engines, knowledge stacks and assistant configurations.

The function
The client owns and operates the system. There is no dependency to renew.

Three organizations now run day to day on systems Work Of Me built and handed over. Meeting record and action tracking. CRM builds and migrations. Standard operating procedure engines. Knowledge stacks and configured assistant environments, each one specified against how that organization actually works.

The test is what happens after. Each was designed to be operated by the client's own team, documented so a new hire can pick it up, and left behind rather than maintained on retainer. None of them requires Work Of Me to keep running.

03   Building a Practice into a Business

Dreamlight Collective · Built from scratch · Ongoing collaboration

A licensed clinical psychologist held a method for coach delivered mental performance and no business around it. Work Of Me built that business from the ground up, and now collaborates across the broader projects running on it, including a paid pilot model for competitive youth sports clubs.

The division of labor is explicit. Dreamlight owns the method, the measurement and what the data says. Work Of Me owns how it reaches donors, families and community: the brand, the campaign architecture, the fundraising design, the visual production, the business development and the systems underneath.

Built: the positioning and brand, the program design, the funding architecture and the production system underneath them. The practice is structured so it can be delivered by people other than its founder, sold into more than one kind of buyer, and funded from more than one source.

The work carries a gate worth reading as method rather than caution. Telling the story of a partnership is two organizations describing work they already do together. Asking the public for money in a nonprofit's name borrows that organization's standing. The first is ours to tell. The second is theirs to authorize.

Berkeley Youth Alternatives · Organizational development · Ongoing

Work Of Me supports Berkeley Youth Alternatives as an organization, not only as a venue for a program. The engagement runs on three lines: building programs the organization can deliver and repeat, putting business tools and working skills into the hands of the staff who run them, and building the fundraising capacity that pays for what the organization wants to do next.

Program buildouts. A six week summer clinic delivered on site, two afternoons a week pairing sport with a mental skills layer, shipped with the program document, the session itinerary and the production system that regenerates both. A Saturday open gym program alongside it. A sports clinic scoped for the following school year, budgeted in full and structured so the program is funded from the community rather than out of the organization's own operating budget.

Business tools and skills. Staff training materials and a working resource guide, built so the people delivering a program can run it without the person who designed it in the room. Measurement structure that makes what a program actually does legible to a funder. The operating tools that let the organization keep a program, staff it differently next season, and run it again.

Fundraising capacity. A five phase campaign architecture with a weekly content unit model, repeatable visual formats and a tiered outreach structure that works from the people closest to the organization outward. The campaign raises for a specific program. The capacity to run the next one stays with BYA.

The public campaign claims no youth outcomes, because the clinic it funds has not run. No young person appears in campaign imagery. That constraint was written into the plan rather than discovered later.

04   How We Work

The same architecture runs across engagements, whatever the domain.

What we will not do

The scope boundary is written into the agreements, not left to goodwill. From one of them, verbatim:

Work Of Me will provide direct insight, information, advice, relationships where applicable and appropriate, build-outs, operating procedures, and timely support for inbound inquiries. It is the responsibility of the client to ensure they have the proper budget, tools, and staff required to sustainably execute the development and day-to-day needs of the business.

And alongside it: this contract is not a guarantee of results. All outcomes are contingent upon mutual accountability, task priority, budget, and market variables beyond the control of either party.

In a 2026 retail engagement the same discipline appears as a management firewall written directly into the agreement, holding the consultant clear of hiring authority, contract execution, inventory purchasing and financial signatory rights, so the engagement stays advisory in fact rather than only in name. The same agreement carries a clause advising the client against its own proposed intellectual property, on the record, against the consultant's commercial interest.

05   Capacity

Work Of Me is solely owned and practitioner led, and that does not change. What scales is scope, through collaboration with specialists who each keep their own business. None is an owner, an equity partner or staff.

That structure decides the size of engagement the practice can credibly take: a brand, a product, a channel and the operations underneath it, delivered alongside the right specialists, rather than only what one practitioner can carry alone.

Engagement models

Project based, monthly retainer, advisory, and hybrid embedded. Fractional leadership is on the table for organizations positioned to support it, where the need is a commercial or operating function held at the executive level rather than a defined scope with an end date.

Pricing is set against the shape of the work, not a rate card applied to it.

06   Who This Is For

Early to growth companies in complex or high-stakes environments, where the gap between intent and execution is the core problem.

Recognizable shapes: organizations where decisions and delivery route through too few people. Organizations where brand, sales and operations need building or rebuilding at once. Companies entering a new market, category or region. Practitioners and institutions with a proven method and no business around it. Businesses in transition, through a sale, a leadership change, a partner exit or a platform migration. Operators in regulated or high-scrutiny environments, where what is legally possible shapes what is commercially possible.

Where we are the wrong fit

Anyone who just needs someone to post on social media. Price sensitivity signaling that the cost of consulting is not understood. Unwillingness to share data or system access. Two week expectations on two year problems. Multiple decision makers with no clear authority.

Work Of Me LLC · workof.me · @workof.me