Productization
Scale your program so it amplifies your impact, not your workload
Most online learning programs run into one of three problems:
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Your in-person work is powerful, but the online version falls flat.
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Your course attracts sign-ups, but results are inconsistent or unclear.
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Your program works, but scaling it puts pressure on you or your team.
I call this the transformation vs
scale tension.
Programs that create real change are often hard to scale. Programs that scale easily often lose their depth.
I believe that with the right strategy and design choices, you can balance this tension and build programs that are transformative at scale.
What we'll work on
Each productization effort is different, depending on your existing assets and the impact you want to create. Here are some common elements to orient on.
0. Transform
You can only productize your learning experience into something impactful if you have proven transformation at a small scale.
1. Modularize
We'll break and sequence learning outcomes into reusable and realistic chunks so that learner transformation survives scaling.
2. Trim
Any non-essential content that doesn't lift the behaviour change metric is cut.
3. New assets
This may include developing short videos for asynchronous pre-learning, building a step-by-step playbook, or developing an AI coach.
4. Operationalize
SOPs, check-lists, templates, or facilitator kits help orchestrate the new flow among all stakeholders.
5. Automate
We'll add tech hooks to automate key operational pieces, for example email campaigns or collecting self-reported survey data on behaviour change.
Case Study
Turning a high-touch cohort into a scalable learning product for nonprofit leaders
Revjen is a US-based social enterprise co-founded by Brian Joseph. It supports nonprofit leaders in building sustainable revenue streams while addressing leadership isolation and burnout.
Its flagship program, Fuelworks, is a six-week cohort-based experience that combines live workshops with self-paced learning. Cohorts typically bring together eight organizations, with three to five executives each.
The challenge
As Revjen matured, maintaining quality while scaling delivery became increasingly important.
When Brian first approached me, Fuelworks was already delivering strong outcomes. The program resonated with participants, driven by a clear methodology, skilled facilitators, and interactive sessions.
At the same time, parts of the experience were still reliant on high-effort delivery. Content-heavy slide decks and long Zoom sessions made it harder for participants to translate insights into day-to-day decisions. Behind the scenes, cohort operations -- from enrollment to coordination across multiple stakeholders -- were complex and time-intensive. Revjen needed a delivery model that could support seasonal demand and multiple parallel cohorts while reducing operational overhead.
What we focused on
To scale Fuelworks, I partnered with Revjen's delivery, marketing, and revenue teams to identify bottlenecks to growth and redesign both the learning experience and operating model:
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Redesigned the learning journey to move instruction into pre-learning and focus live sessions on application and discussion. This reduced cognitive load and shortened live sessions from 3.5h to 2h.
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Developed a library of reusable learning assets, including worksheets for real-world application and self-paced video content to reinforce key concepts.
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Automated operational workflows, including participant enrollment, communication, and ME&L data collection using Zapier to connect SurveyMonkey, Mailchimp, and other systems.
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Standardized the learner and facilitator experience through reusable templates, course structures, and delivery processes.
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Built a lean operating model that enabled Revjen to transition from a full-time delivery team to a seasonal, contractor-supported model.
The result
Fuelworks evolved from a high-touch cohort into a more scalable product without losing what made it effective.
Today, participants experience clearer pathways from insight to action, and facilitators can focus more on coaching and less on content delivery. ME&L indicators remain in the high 80% to 90% range. At the same time, Revjen established a lean operating model that reduced operational overhead while delivering more cohorts with greater consistency.
Brian Joseph, Co-Founder Revjen
"Franziska has been an invaluable thought partner as we've continued to evolve Revjen's programs and approach. She combines learning design for adults, operations, and product thinking to help transform big ideas into practical, scalable solutions. Using this skillset, she guided us through difficult trade-offs without losing what makes our overall impact goals. She's equally comfortable discussing high-level strategy and the operational details required to bring it to life—a combination that's incredibly difficult to find. Her insight, clarity, and collaborative approach have made a lasting impact on our company, and the organizations we serve. "