Case Study: Executive Education Product Commercialization

Product Commercialization Strategy & Go-to-Market Design

The Opportunity

In partnership with the Academic Director at The Ohio State University’s Fisher College of Business, I helped design and commercialize a digital transformation executive education program targeting global consulting firms and Fortune 100 enterprises.

The opportunity was not simply curriculum design.

It was innovation monetization — transforming academic expertise into a scalable revenue-generating offering.

The Strategic Objective

The goal was to upskill global consulting firms and enterprise leaders with the practical capabilities required to manage and execute digital transformation at scale.

This required:

• Clear product-market alignment

• Defined buyer segments

• A scalable delivery model

• A viable revenue model

The university had intellectual capital.

The question was how to commercialize it.

Product Commercialization Strategy

I led the commercial architecture design from concept to launch, including:

• Aligning internal university stakeholders around a market-driven offering

• Designing role-based certification frameworks

• Structuring modular program tiers for enterprise deployment

• Translating academic content into commercially viable product formats

This ensured the offering was not an academic course — but a structured product built for enterprise consumption.

Revenue Model Development & Go-to-Market Design

The revenue model development focused on:

• Enterprise cohort pricing

• Certification-based premium positioning

• Corporate partnership engagement

• International delivery scalability

The go-to-market design targeted:

• Global consulting firms

• Fortune 100 enterprise teams

• Cross-border professional training needs

Rather than relying solely on open enrollment, the strategy prioritized enterprise contracts as anchor customers — accelerating scalable growth.

Market Validation

The program achieved early market validation when Tata Consultancy Services piloted the offering as a paid engagement in India, training consultants on U.S.-based digital transformation frameworks.

This validated:

• Product-market alignment

• Enterprise demand

• Cross-border scalability

• Commercial viability

The pilot proved the model could generate revenue while expanding institutional brand equity.

Strategic Significance

This case demonstrates how:

• Product commercialization strategy transforms intellectual capital into monetizable offerings

• Go-to-market design determines adoption speed and revenue traction

• Revenue model development must precede launch

• Market validation reduces institutional risk

• Commercial architecture enables scalable growth

Innovation alone does not generate revenue.

Commercial structure does.