The Practice
The Practice
The Practice
St Johns Experiential exists to design how work gets done; not just one part of an organization, but the whole system.
Strategy, people, processes, technology, partnerships, organizational structure, and experiences don't exist independently. They influence one another every day. When one part breaks down, the effects are felt across the
St Johns Experiential exists to design how work gets done; not just one part of an organization, but the whole system.
Strategy, people, processes, technology, partnerships, organizational structure, and experiences don't exist independently. They influence one another every day. When one part breaks down, the effects are felt across the organization. When they work together, organizations move faster, make better decisions, build stronger relationships, and create greater business value.
That's the perspective behind every engagement.
Sometimes the work is designing a program. Sometimes it's building an operating model, aligning teams, strengthening partnerships, creating an experience, or helping an organization bring a strategy to life. The vehicle changes, the objective doesn't.
The work has always been about helping organizations create meaningful business value by intentionally designing the way people, processes, systems, and experiences come together.
The name St Johns reflects the same sense of intention that shapes the work. It draws inspiration from two things that have always been meaningful to me: a plant long associated with renewal and a river that shaped much of my childhood. The name is a quiet reminder that meaningful change often begins with thoughtful intention.
Experiential reflects a simple belief: every strategy, system, process, and organization is ultimately experienced by people. Organizations don't create value through strategy alone. They create value through the way people experience that strategy through leadership, culture, technology, operations, partnerships, and the countless interactions that shape everyday work.
The work isn't just about designing what an organization does, it's about intentionally designing how people experience it.
Meet Alix
The Practice
The Practice
The most important business challenges rarely arrive neatly defined. They exist in the spaces between strategy and execution, people and process, creativity and operations.
Most people want to move quickly toward certainty. Alix has learned that ambiguity is often where the most important work begins. Rather than rushing past it, she steps
The most important business challenges rarely arrive neatly defined. They exist in the spaces between strategy and execution, people and process, creativity and operations.
Most people want to move quickly toward certainty. Alix has learned that ambiguity is often where the most important work begins. Rather than rushing past it, she steps into it asking better questions, connecting seemingly unrelated ideas, and bringing clarity to complexity.
Her foundation is in industrial design not the kind that ends up in a showroom, but the kind that begins with a problem, maps the entire system, and designs solutions that still work when people become part of them.
For years, she thought she had taken a different path. While her peers were designing products you could hold, she was designing experiences, teams, operating models, partnerships, and organizational frameworks. It took time to realize she hadn't left industrial design behind at all. She was still designing products, the products simply looked different. That perspective has shaped every role she's taken.
Over more than two decades, Alix has worked across global agencies, corporate organizations, founder-led businesses, and executive consulting. She's built internal teams from the ground up, led complex programs, advised senior leaders, and helped organizations navigate growth, transformation, and change.
Many people choose a lane; creative or operational. Alix never did. She learned early that the strongest ideas only succeed when the systems supporting them are just as thoughtfully designed. Creativity without operational strength rarely lasts. Operational excellence without imagination rarely changes anything.
Throughout her career, one belief has remained constant: infrastructure isn't the opposite of creativity; it's what makes creativity sustainable. The most meaningful work happens when strategy, people, programs, and systems are intentionally designed to work together.
Whether she's advising leadership, designing an organization, building an operating model, or producing a global program, the objective is always the same: helping organizations work better.
Because the best solutions don't optimize individual parts, they design the whole system.