Hey there, I’m Janel.
I build the enablement and change programs that get enterprise teams through complex transitions — the kind with no existing playbook and a deadline that isn't moving.
Education
With a BA in History, an MA in Integrated Marketing Communications, and certifications in change management (Prosci) and process improvement (Lean Six Sigma), I bring structured thinking to the work of getting complex organizations through change.
Career
My path into marketing started with storytelling, structure, and a curiosity about how people make sense of complex ideas. With a background in history, I learned early how to connect context, audience, and meaning. That foundation stayed with me as I built a career in communications and marketing, where I’ve focused on turning complexity into clarity that people can actually use.
Over the years, I've worked across change management, partner enablement, internal communications, and product marketing in enterprise SaaS — always in the space where something is shifting and people need help getting through it.
At Red Hat and ServiceNow, I helped create messaging, programs, and assets that supported adoption, alignment, and engagement across technical and business audiences. I’ve also led work that required both strategy and execution, from launch-ready content to communication programs that brought people along through change.
Looking ahead, I'm especially drawn to enablement and change management roles — partner enablement, AI adoption programs, GTM enablement — where I can build the structure for a complex rollout from the ground up and help people move through it with confidence.
I'm most energized by work that sits at the intersection of program design, change, and business impact. I love the work of building the structure that helps teams align and move forward with confidence, especially when there wasn't one before.
How I work
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I like to start with the bigger picture - understanding what is driving the opportunity, what may be slowing adoption, and what the audience needs to move forward. Strong strategy comes from reading the room, identifying the real friction points, and using those insights to shape an approach that helps people see value and act on it.
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Insight only matters if people can act on it. I build the toolkits, guides, and playbooks that turn a strategy into something a team can actually use — the FAQ that answers the real question, the one-pager someone opens mid-rollout and finds useful. That's the difference between people knowing something changed and people knowing what to do about it.
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The strongest work is built across functions, not in isolation. A cross-functional approach helps align stakeholders, strengthen execution, and move initiatives forward in a way that reflects both business goals and audience realities.
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Adoption is the goal. Whether the work supports a launch, a program, or a change initiative, the measure of success is whether people understand what is changing, why it matters, and what they need in order to move forward with confidence.
I approach my work through strategy that is informed by insight, made actionable through enablement, built through cross-functional collaboration, and designed for adoption.
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