The proposal couldn’t describe the experience. It had to become one. So I stopped treating the room as presentation space and designed it as part of the argument: five lenses, the full proposal, scenarios you can run.
At a Glance
The situationExperience-transformation work, pitched through a static document.
My roleConcept, design direction, and narrative — a self-initiated concept.
The workAn immersive proposal environment: five lenses, the full RFP spine, scenarios you can run.
What changedA tested format where the reader runs the proposal instead of sitting through it.
The problem
The proposal is the first taste of the experience, and a static document can only tell you about it. Everyone sits still. Nothing responds.
Build the capability into the proposal itself. The reader picks a view, runs a scenario, and watches the system answer — the room changes what it does, not just how it looks.
If you’re selling experience, the proposal should be one.
The reframe the whole concept hangs on.
The thinking
Pick a lens: Customer, Workforce, Operations, AI, Executive. That view stays lit while the rest softens. A CFO and a CHRO open the same proposal and each sees their own.
Under the motion sits a real proposal: cover letter, summary, pricing, approach, references, alliances. The interaction carries the substance, never replaces it.
The reader triggers a live moment and watches the system respond. Instead of claiming “adaptive operations,” the proposal runs one.
The work
Three moments, rebuilt at the scale they’d be met in the room: the cover, the lens selector, a section opener.
What the concept proves
The most persuasive proposal for experience work is one the reader experiences.
Honest framing: a self-initiated concept, no client, no metric. I used the concept to test how far the proposal format itself could carry the experience. After: the reader doesn’t sit through the pitch — they move, choose, and run it. The proposal doesn’t describe experience transformation. It is one.
The result: a complete, working concept — cover, lenses, section system, and runnable scenarios — and a reusable argument for how experience work should be sold.
The work was about turning a creative point of view into a credible proposal: narrative, experience, stakeholders, and structure working as one.