Usetiful and Mad About Marketing Consulting Partner to Accelerate AI Adoption and Customer Experience Transformation

In the era of AI-driven innovation, success isn't just about building smarter products. It's about helping people adopt and use them effectively.

That’s why we’re proud to announce a strategic partnership between Usetiful, a no-code Digital Adoption Platform, and Mad About Marketing Consulting, an award-winning boutique firm that helps businesses navigate complex marketing, customer experience, and go-to-market transformations.

Together, we are combining strategic advisory and operational enablement to help companies, from startups to corporates, unlock the full potential of digital and AI investments.

Why This Partnership Matters

AI is transforming how products are built, marketed, and supported. But the biggest challenge isn’t the technology. It’s adoption. Even the most innovative tools will fail to deliver return on investment without the right strategy, onboarding, and user enablement.

Mad About Marketing Consulting provides advisory services to address pain points across process, people, and platforms. We work hand-in-hand with your internal marketing teams or external agency partners to develop sustainable solutions that strengthen your value proposition and drive acquisition, engagement, experience, and retention strategies.

Our services include:

●      Marketing transformation and go-to-market planning
●      Customer experience strategy, martech optimization, and digital channel alignment
●      Change management and leadership enablement
●      Their signature AI Adoption Transformation framework, helping leaders assess readiness, define the right use cases, and prepare teams for longterm success

Usetiful complements this with a powerful no-code platform that helps teams:

●      Onboard customers through in-app tours, checklists, and smart tips
●      Reduce churn and boost product activation
●      Equip Sales and Marketing teams with personalized, scalable user journeys
●      Onboard new employees into digital tools and workflows more efficiently

A Human-First Approach to AI Transformation

This partnership is grounded in a shared belief: successful AI transformation must start with the people who use it. Technology should enhance human workflows, not overwhelm them.

Many organizations are eager to implement AI-powered tools, but few have a structured roadmap that ensures meaningful adoption across customer experiences, employee workflows, and internal operations. That’s where Usetiful and Mad About Marketing Consulting come together.

Here’s how we help businesses drive AI transformation together:

✅ Example 1: Customer Targeting, Acquisition, Engagement and Retention

Mad About Marketing Consulting leads the strategic phase, developing a refined value proposition, identifying high-value segments, and defining detailed customer targeting criteria across B2B and B2C channels.

Usetiful brings the strategy to life through execution, by delivering personalized onboarding flows tailored to each segment, using smart tips and product tours that adapt based on user tags, behavior, and goals. Retention is supported with in-app nudges, contextual check-ins, and feedback surveys.

Goals to achieve: Increased acquisition efficiency, higher onboarding completion, and improved customer lifetime value across key segments.

✅ Example 2: Strategic Planning and In-App Execution

Mad About Marketing Consulting helps a SaaS company define its go-to-market strategy for a new AI-powered analytics dashboard. Our advisory team runs a Value Proposition Workshop, maps key personas, and defines success metrics.

Usetiful then turns that strategy into in-product experiences. The platform delivers personalized onboarding checklists, in-app walkthroughs, and contextual tooltips that help each user segment understand and engage with the new tools.

Goals to achieve: Faster time to value and higher feature adoption for a complex AI rollout.

✅ Example 3: Internal AI Enablement for Sales and Marketing Teams

Mad About Marketing Consulting conducts a Martech Enablement Workshop with a growth-stage company trying to streamline its customer and marketing engagement platforms and identify gaps in current usage amongst its employees.

Usetiful supports internal enablement using in-app onboarding for Sales and Marketing teams. Tooltips and walkthroughs are embedded in the CRM and email platforms to train teams on new AI workflows.

Goals to achieve: Reduced resistance to change, faster team rampup, and more effective sales execution.

✅ Example 4: Global AI Rollout in a Corporate Environment

Mad About Marketing Consulting leads a change management initiative for a multinational launching AI-driven CX automation. We manage training, stakeholder alignment, and team buy-in.

Usetiful handles onboarding at scale across customer-facing tools, ensuring employees know how to use AI support systems effectively through contextual guidance.

Goals to achieve: Smoother global rollout and increased usage of new AI tools.

Through these joint efforts, organizations not only plan and launch AI initiatives they ensure those initiatives are adopted, understood, and optimized by the people who matter most.

Ready to Transform?

If your organization is investing in digital transformation, marketing modernization, or AI-powered customer experiences, now is the time to ensure your people are ready too.

Let’s turn strategy into action and adoption into impact.

👉 Learn more about Usetiful
👉 Explore the AI Adoption Transformation approach
📩 Interested in exploring Mad About Marketing Consulting’s services? Reach out at contact@madaboutmarketingconsulting.com

Mad About Marketing Consulting

Advisor for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes. We are the AI Adoption Partners for Neuron Labs and CX Sphere to support companies in ethical, responsible and sustainable AI adoption. Catch our weekly episodes of The Digital Maturity Blueprint Podcast by subscribing to our YouTube Channel.

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The Gen AI Paradox: Rethinking Talent Development in an AI-First World

Recent conversations with digital natives—students who've never encountered disc players, boxed televisions, or pagers—revealed a fundamental shift in how emerging talent approaches problem-solving and creativity. This wholly digital generation has inherited a world where generative AI dominates consumer experiences and conversations, making even traditional AI interfaces seem outdated by comparison.

 The New Information Ecosystem

These students instinctively turn to Gen AI applications for search, news, and guidance rather than Google. More significantly, some of them are using these tools as confidants for everything from academic challenges to relationship advice—topics they might hesitate to discuss with family or close friends due to embarrassment or potential consequences. This trend becomes particularly pronounced in family structures where siblings or peer relationships aren't readily available for support.

 The Creative Blind Spot

A telling moment emerged when I described a design service featuring human designers available for consultation. One student's response was immediate: "Oh, like a Canva that talks to you? How cool is that!" This reaction gave me two critical realizations:

 First, Canva—powered by Gen AI—has become their universal reference point for design capability for the layman.

 Second, and more concerning, it raises the question: do they recognize design as a distinct professional discipline requiring specialized expertise?

 Strategic Imperatives for Talent Development

To me, this generational shift demands a fundamental recalibration of how we prepare future professionals.

Three core principles must guide our approach:

  1.  Teach Principles, Not Just Tools
    Focus on underlying problem-solving frameworks and acknowledge technological limitations rather than simply demonstrating software functionality.

  2. Emphasize Human-Centric AI Integration
    Develop understanding of how AI augments rather than replaces human judgment and creativity.

  3. Prioritize Strategic Thinking Over Execution
    Build capability in conceptual development and critical analysis rather than focusing solely on technical implementation.

The Professional Paradox

A dangerous assumption is emerging across creative disciplines: with AI assistance, anyone can perform any role.

Writers believe they can design; designers assume they can write. Everyone else thinks they can do both!

While AI democratizes basic execution, it doesn't eliminate the need for specialized expertise in original thinking and strategic concept development.

The critical distinction lies between production and creation. AI enables widespread content generation, but it cannot replace the human capacity for original thought, strategic insight, and innovative problem-solving.

The Central Challenge

As we integrate AI more deeply into professional workflows, we must continuously ask ourselves:

Are we merely executing and producing, or are we creating something genuinely original?

The organizations and individuals who thrive will be those who use AI as a powerful tool while maintaining focus on uniquely human contributions—strategic yet empathetic thinking, creative vision, and the ability to synthesize complex information into innovative solutions.

The future belongs not to those who can operate AI tools most efficiently, but to those who can think most strategically about the problems these tools should solve.

Mad About Marketing Consulting

Advisor for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes. We are the AI Adoption Partners for Neuron Labs and CX Sphere to support companies in ethical, responsible and sustainable AI adoption. Catch our weekly episodes of The Digital Maturity Blueprint Podcast by subscribing to our YouTube Channel.


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What Authenticity Means in the Corporate World

There is much talk on authenticity and its importance recently, including being our authentic selves. A big part of authenticity is communications and being able to communicate authentically.

Some folks have asked me what it really means, and if it means they can literally just communicate whatever they want and anyhow they want even in a corporate setting.

Being authentic means being our true selves in terms of our identities, core values and to a certain extent, our personalities. However, we are not all angels or have charming and kind personalities. Truth be told, if everyone is so nice, kind and loveable, there wouldn’t be so much courses and writings on ways to navigate corporate politics, petty squabbles and power tussles. Truth also be told, if we bring our true selves to the corporate world, some of us might even get fired for being rude, abrasive or worst verbally abusive.

We are usually our true, authentic selves when we are with our loved ones, our families or simply people we are most comfortable with. These are usually not our colleagues or bosses.

Perhaps an unpopular opinion for some, but to me, being authentic in corporate shouldn’t be overly simplified or generalized that way.

While, we can bring our true identities in terms of say our gender orientation and sexual orientation to workplaces that are open and welcoming of it, it doesn’t mean bringing our true personalities, temperament, personal problems, warts and all to the work place.

I think it’s more important to be empathetic in the delivery of our communications and being authentic in the content we are delivering. The emphasis is on content as that’s what really matters to employees and stakeholders. No one wants a fake message that’s layered with lots of fluff or corporate spiel but when unwrapped, the essence of it either doesn’t mean much, cause more confusion or worse, reeks of lies. Don’t communicate for the sake of saying something.

Empathy in our delivery is critical so we are considerate of people’s feelings, their communications style and situations to tailor the way we deliver the message without changing the gist of the content. Being empathetic doesn’t mean fluffing up the message or lying about the content. It’s balancing the logical with the emotional side of the delivery approach. It’s also how you offer up support thereafter for feedback or questions.

Another way to reference it would be being professionally authentic and empathetic in our communications by putting ourselves in the shoes of the audience, and how you would relate to the intended message.

About the Author

Mad About Marketing Consulting

Ally and Advisor for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes

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Why Your Employees Can Be Your Best Brand Ambassadors

Today’s post is back to one of my favorites around employer branding, social media profiling and how some companies are still under utilizing it.

In the aspect of social media profiling and using it for brand, I personally find B2B companies slightly more advanced, especially in the LinkedIn space as compared to B2C. B2C brands have been largely posting more entertainment type of content when it comes to employer related branding efforts or lots and lots of corporate social responsibility types of content. Photos of tree planting, employees walking or running or swimming or all three for charity, shaking hands with the local government officials, sharing the limelight on some customer events and then some…

B2B companies do that too of course but they do also often go a step further to empower their employees more to be their brand advocates. This is often done through their own subject matter experts or key opinion leaders aka KOLs in the original context that share their perspectives of company updates, happenings around their industry or sometimes, around the world.

They also empower their employees with content that they have produced as part of their content strategy, enabling them to share through social media advocacy tools. LinkedIn used to have a function that enables that called “LinkedIn Elevate” that I have helped companies implement previously. They retired it in 2020 but integrated a similar function onto LinkedIn’s “My Company” tab and allows for admins of the page to recommend organic posts and curate content for other employees to share. Other social media content management platforms like Hootsuite and, SproutSocial have the same functions.

Usually, the folks who hold the golden key to social guardrails and policies for employees are marketing and communications, corporate communications or sometimes even human resource. While there is no right or wrong, I personally think all parties need to hold joint ownership of the policy and enablement of their employees in the right way.

Most companies are still way too cautious about employee advocacy or rigid on policies around what their employees can share, some going as far as wanting to clear every single post, dictate every single post or simply only allowing selected employees of certain seniority to post on their social pages. They often are also ignorant (maybe too blissfully) that not all senior level employees have either time, actual interest, interesting views or sufficient “social clout” versus some other employees who might have one or all of the above.

My personal belief is that every employee has the potential to be your next brand ambassador on social and should be encouraged, empowered and enabled in the right way to share posts on activities your company has participated in publicly, views related to their professional field and/or the industry your company is specializing in. This can be done with varying levels of review and control instead of just clamping down with a hard “no” out of fear.

If this is new to your company, you can start small with curated key messages and posts they can use, though that to me is becoming almost too infancy in nature and looking like boring corporate spiel. Classic examples are when you see employees all copying and pasting the exact same message and photos and posting on their own LinkedIn/other social accounts without even bothering to add their own one or two liners. It’s almost like robots have taken over the control of their accounts and helping to spam the social platform with the exact same thing - next!

It’s not rocket science actually to come up with your own thoughts, even if you are not as good in writing, at least it comes from your head and heart. It’s about sincerity and being authentic when it comes to content and social content.

Some guiding principles for employees and companies to consider are:

  • Is this sharing something that will be helpful for your network and their network to know?

  • Will it cause unnecessary pain, conflict or worse, tensions in race, religion, creed and culture?

  • Is it harmful to someone’s reputation if you share it? If so, do you have facts to back it and how is it helpful for others to know about this?

  • Will it inspire others to learn and benefit from the learning in a positive way?

  • Imagine if your parents, siblings, partner or best friend or someone you profoundly respect and care about were to read it; would it be something they would be proud or supportive of?

Think about it the next time your splurge thousands on some KOLs; look within your employee network to see if there isn’t already some who can be your true brand ambassador and KOL. Afterall, if they work for you, they should genuinely like, support and believe in what you offer as a value proposition, correct?

About the Author

Mad About Marketing Consulting

Ally for CMOs, Heads of Marketing and Fractional CMO for other C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

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Helping Employees Cope with Transitions & Transformation

When companies go through transformation and restructuring, it’s almost inevitable that some roles might be displaced. Similar to coping with loss and grief, some employees are more emotionally and mentally impacted than others, be it whether they are the ones being displaced or seeing their peers or managers being displaced.

Just based on personal experience of what’s been done well and what has room for improvement, companies who are truly people centric will try to do the following to help their employees:

1) redesign the roles that are to be displaced and work with the employees to reskill and realign to the new scope if possible

2) help the displaced employees to look for alternative roles within the organization and options for them to be reskilled if needed

3) help the displaced employees to look for roles outside of the organization and options for reskilling, coaching, counselling and resume reviews where needed.

I have intentionally positioned this in sequential order as I think companies should ideally start from 1) and utilize 3) as the very last resort. I recall when I was involved in a transformation exercise in a previous company, I had to go through this flow and after discussing with the direct manager and CEO potential options, I eventually went with 2) for the employee concerned as it was simply the right thing to do in order to be truly people centric and empathetic. Also from a business viability perspective, as long as your company is still planning to remain in business, you will save more time, resources and money with 1) and 2) as the recruitment as well as onboarding process usually take an average of 6 months to a year in totality, depending on the seniority of the role.

There is a reason why certain talents are hired to join you in the first place and it should go beyond their hard skills or academic background to the soft skills. These employees should also have accumulated new skills and knowledge with you as their employer over the years. If you say these are no longer needed, it’s as good as shooting yourself in the foot and saying you have basically not done a good job with developing your own employees with viable skills to help your company’s growth. The question then you also need to ask yourself is - what have you been doing all this while? What processes then do you need to relook to improve upon that?

In terms of employees who are impacted by other employees leaving in option 2) and 3), it is ideal for companies and their senior leadership to be both transparent and timely in communicating such impact to them. Openly acknowledge the decisions made and consult the outplaced employee beforehand as well if he/she would prefer to be present when the news is shared or would prefer to be the one sharing the news to his/her team concerned.

Importantly, acknowledge the contributions of the displaced employee and be transparent as well if the remaining employees are to expect further displacements to take place. Be upfront of the options explored and offered as well, so they know what to expect if their own roles are likely to be transformed or made obsolete during the transformation process.

Be sure to avail avenues of two-way communications to them, be it directly to the senior leadership or an independent channel similar to a counselling hotline for those who just want a listening ear to voice their fears and distress.

Companies and their leaders should always bear in mind that their decisions and actions, including the way they have handled the entire process and managed the communications will have a downstream impact on their employer brand reputation. Such impact is often longstanding and no amount of employer related awards can help salvage once the damage is done.

About the Author

Mad About Marketing Consulting 

Ally for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

Read More