// Data module — all copy lives here. No em dashes anywhere.

const NAV = [
  { label: 'Services', id: 'services' },
  { label: 'Work', id: 'work' },
  { label: 'Process', id: 'process' },
  { label: 'About', id: 'about' },
];

const WHEN_ITEMS = [
  "The company has outgrown how it operates.",
  "Strategic priorities keep stalling because nobody owns the execution.",
  "A new partnership signed, but there's no process to get it live and generating revenue.",
  "Revenue is coming in but nobody can tell you where it's leaking or why.",
  "One person leaving would take critical knowledge and system access with them.",
  "The CEO is fielding HR questions and onboarding is different every time.",
  "You just raised a round and need to build the infrastructure to scale into it.",
  "You know you need an operations leader but you're not ready for a full-time hire.",
];

const SERVICES = [
  {
    tag: 'AI',
    title: 'AI-augmented operations.',
    body: "AI is built into how I operate: workflow automations, prototyping AI-powered solutions, and moving faster across analysis, documentation, and process design. At my last company, I designed an AI voice agent prototype that was adopted into the core product and deployed internal AI workflow automations. I'm also an AI LA Ambassador producing healthcare AI and women in AI programming in Los Angeles.",
    stack: ['Claude', 'Cursor', 'Replit', 'Power Automate', 'Zapier'],
  },
  {
    tag: 'Operating Systems',
    title: 'Execution infrastructure.',
    body: "I build the internal operating systems that make a growing company run with clarity instead of chaos. Goal-setting frameworks, operating cadences, leadership reporting, tech stack governance, and knowledge infrastructure, so the team executes against the same priorities and leadership can see what's working.",
    stack: ['OKRs', 'Cadences', 'Reporting', 'Governance'],
  },
  {
    tag: 'Commercial & Growth',
    title: 'Commercial, partnership & growth operations.',
    body: "I operationalize the work between a signed deal and collected revenue: implementation processes, partner onboarding, measurement systems, and the steps that make commercial efforts actually convert. I also build GTM infrastructure, market intelligence, and investor and advisor coordination.",
    stack: ['GTM', 'Implementation', 'Partnerships', 'Pipeline'],
  },
  {
    tag: 'Strategic Initiatives',
    title: 'High-impact projects & cross-functional execution.',
    body: "I take ownership of the strategic work that sits between functions and needs someone to drive it: cross-functional initiatives, process redesigns, vendor negotiations, board and investor prep, financial modeling, and anything high-leverage that doesn't have a home.",
    stack: ['Strategy', 'Modeling', 'Board prep', 'Vendor ops'],
  },
  {
    tag: 'People Ops',
    title: 'People ops & employee experience.',
    body: "I build the internal systems that make people operations work: onboarding and offboarding infrastructure, benefits administration, employee self-service resources, engagement measurement, and the tools and processes that reduce the 'ask the CEO' bottleneck as you hire across states.",
    stack: ['Onboarding', 'Benefits', 'Engagement', 'Self-service'],
  },
];

const WORK = [
  {
    id: '01',
    category: 'Operating Systems & People Ops',
    context: 'Health tech startup · Multi-state remote workforce',
    title: 'Company operating cadence, infrastructure, and people operations build',
    body: "Joined during a leadership transition with significant operational debt. Employees didn't know what tools the company had, how to get access, or where to find basic information. Onboarding was a multi-day scramble with no documentation and new hires starting without equipment. The employee pulse survey confirmed what everyone already felt: internal operations were a major source of friction.\n\nThen built the systems around it. Goal-setting tools that gave teams visibility into priorities, and a company review cadence built with leadership. Tech stack governance that eliminated redundancy and made ownership clear. A knowledge and document architecture employees actually used. Self-service systems that replaced the constant questions to leadership. Onboarding and offboarding processes that went from chaotic to automated. Benefits infrastructure rebuilt around employee needs, with offerings aligned to what employees actually asked for.",
    stats: [
      { value: '40%', label: 'tech stack reduction' },
      { value: '80%', label: 'onboarding time cut' },
      { value: '100+', label: 'tools audited' },
    ],
  },
  {
    id: '02',
    category: 'GTM & Sales Enablement',
    context: 'Conversational AI care platform · Health systems market',
    title: 'Go-to-market rebuild and outbound model replacement',
    body: "The company's outbound model was underperforming. The existing approach used generic outreach that wasn't tailored to a complex, multi-buyer sales cycle, and the product-market fit messaging was unclear across multiple possible use cases. Partnered with Client Success to analyze which use cases were actually resonating with customers, and conducted conversations with health system executives to understand their highest-priority initiatives. Identified two priority verticals based on market investment signals, rebuilt buyer persona messaging across clinical, operational, and financial decision-makers, and replaced the existing model with a repeatable account-based framework including lead generation, sales playbooks, and persona-specific outreach sequences.",
    stats: [
      { value: '104%', label: 'pre-pipeline growth' },
      { value: '80%', label: 'Stage 1 growth' },
      { value: '60%', label: 'account penetration in 3 months' },
    ],
  },
  {
    id: '03',
    category: 'Revenue Systems',
    context: 'Health tech startup · Insurance billing',
    title: 'Revenue cycle turnaround and performance measurement',
    body: "The company had a revenue collection target but no way to measure performance against it, and a growing historical backlog with unknown root causes. Built the company's first segmented performance measurement system, which required designing a supplemental reporting architecture on top of a billing platform that doesn't support the segmentation natively. Led the analytics work to categorize and quantify denial patterns across the backlog by root cause. Installed a weekly operating cadence with structured triage, explicit owners, and prevention controls, shifting the team from reactive work to prioritized resolution.",
    stats: [
      { value: '20%', label: 'increase in net revenue' },
      { value: '22→95%', label: 'revenue capture toward target' },
    ],
  },
  {
    id: '04',
    category: 'Partnership & Implementation Ops',
    context: 'Health tech startup · Enterprise partnerships',
    title: 'Enterprise implementation process and revenue acceleration',
    body: "The company was signing new enterprise partnerships but had no process to bring them live. Requirements to actually get paid were unclear, teams involved in implementation were working independently with no shared timelines, and each new partnership took roughly 6 months to onboard before revenue could begin. Built the company's first end-to-end implementation process, defining the full workflow from signed contract to collected revenue and creating the shared playbook that brought disconnected teams into alignment.",
    stats: [
      { value: '3x', label: 'implementation acceleration' },
      { value: '4 mo.', label: 'revenue lag removed per partnership' },
    ],
  },
  {
    id: '05',
    category: 'Market Intelligence & GTM Strategy',
    context: 'Digital health company · Medicare, Medicaid, and D-SNP markets',
    title: 'National market intelligence and account targeting framework',
    body: "The company was selling into health plan buyers across three market segments but lacked a systematic approach to identifying, prioritizing, and positioning to the right accounts. Built a national account targeting and market intelligence framework that gave the sales team a structured way to identify high-fit plans and tailor outreach by segment. Separately, developed a quality and performance analysis that mapped the company's clinical outcomes to the specific financial incentives and quality metrics buyers are measured on, giving sales leadership a differentiated investment case for enterprise conversations.",
    stats: [
      { value: '$10M', label: 'qualified pipeline within 3 months' },
      { value: '3', label: 'market segments mapped' },
    ],
  },
];

const PROCESS = [
  {
    id: '01',
    title: 'Learn the landscape.',
    body: "I understand how work moves through your company: what's working, what's fragile, and what's missing. Delivered as a prioritized roadmap so you know what to fix first and why.",
    duration: 'Weeks 1 to 2',
  },
  {
    id: '02',
    title: 'Build.',
    body: "I own the build. I'll work with your team where I need to, but I'm leading the work and delivering systems your team runs from there.",
    duration: 'Month 1 onward',
  },
  {
    id: '03',
    title: 'Hand off what lasts.',
    body: "Everything I build is documented, repeatable, and owned by your team. I build the infrastructure; your team runs it. Typical engagements run 3 to 6+ months.",
    duration: 'Ongoing',
  },
];

Object.assign(window, { NAV, WHEN_ITEMS, SERVICES, WORK, PROCESS });
