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Featuring: Jerry Lee (Chief Operations Officer) and Cadogan Price (Head of Revenue)
Series: The Experimentation Playbook: Part 2
In Part 1, our creative leaders showed how experimentation shapes the stories we tell.
Part 2 looks at something different: how experimentation shapes the systems, decisions, and strategic bets that allow Wonsulting to scale.
Because creativity is only half the equation.
To turn ideas into impact, you need leaders that support bold swings, manage uncertainty, and steer the business through the messiness of innovation.
We sat down with Jerry Lee, our Chief Operations Officer, and Cadogan Price, our Head of Revenue, to explore how Wonsulting approaches experimentation from the administrative standpoint.
Their conversations and responses came from different contexts. Yet they converge on the same underlying philosophy: Experimentation is calculated courage, and momentum is a strategic asset.
Here's how the operational and revenue sides of Wonsulting build, test, and learn their way forward.
When people talk about experimentation, they often imagine this structured, data-heavy process where everything is measured and controlled. But for us at Wonsulting, it's actually rooted in only two questions. What could go right, and what could go wrong?
Cadogan
Experimentation is about finding the easiest possible way to test an idea with minimal overhead, cost, and time. The goal isn't to prove we're right. It's to learn fast.
Knowledge is power. Every test, win or lose, expands what we know. Data rarely gives us certainty, it gives us direction.
Experimentation sits at the core of how we help underdogs. Our mission is to level the playing field. It takes creativity to reimagine how opportunity can be created, accessed, and shared.
You have to be willing to test ideas that feel risky, to challenge assumptions, and to move before you have all the answers.
We are in a fast-changing world. To offer genuine value to people, you need to keep testing. Even if something worked yesterday, you must understand that every day is different.
When you create an environment where people know they can adapt, pivot, or undo something if it doesn't work, innovation becomes something that happens every day.
We don't have a rigid playbook for experimentation. What matters most is finding the easiest possible way to test an idea with minimal overhead, cost, and time.
But we do have structure around how we prioritize experiments. Each month, leadership meets to identify where we can run experiments. We call it the Innovation Boardroom. We ask ourselves what's not working, what could damage us if we ignore it, what's working well that we should double down on, and what 10x idea deserves a test today?
That alone keeps innovation from being an afterthought.
As a startup, it's important to take calculated risks. That doesn't mean playing it safe. It means thinking through the first layer of what could go wrong and making sure we know what we'd do if those things happen. Beyond that, you just have to move.
As I said earlier, most decisions are reversible. So, the focus should be on reducing friction to action, not adding more steps before you start.
The 120-Day Performance Guarantee is a perfect example. We were guaranteeing job outcomes in an industry that's notoriously unpredictable. Essentially betting the business on our ability to deliver results at scale.
Internally, there was hesitation. Some worried it was too risky, others that it would create unrealistic expectations. But we took the swing anyway because it aligned with our mission.
What made it successful wasn't the experiment itself, but how the team executed under uncertainty. We balanced instinct with data, structure with flexibility. We stayed curious and adjusted in real time.
A perfect example for me was when I first started creating short-form video content. I was already posting on LinkedIn. That's where I built my first audience. Then my co-founder, Jonathan Javier, kept telling me, "You should try short-form video. TikTok, Reels, just test it."
I hesitated. It felt outside my lane. I was comfortable writing, not performing. But Jonathan pushed me to try.
So I did. Worst case scenario, no one watches it. Best case, this opens a new door.
That small test led to a monumental impact. It became one of the biggest growth channels for both me and Wonsulting. We reached millions of people who might've never discovered us on LinkedIn.
We test every part of the business where learning can lead to better outcomes: our processes, our products, and the people responsible for driving them.
Experimentation isn't limited to new ideas. Sometimes, we need to understand the constraints within what already exists and find smarter, faster ways to operate. We're not chasing perfection, we're chasing knowledge. Speed of learning is what keeps us competitive.
When I first arrived, there was no sales deck in place. After several iterations and refinements, we developed one that increased our conversion rate from under 10% to over 15%. Beyond improving close rates, it elevated how we're perceived by clients, turning conversations from transactional pitches into strategic discussions. We didn't know for a fact that it would work. But it was important to try.
The biggest trap people fall into is overthinking. They spend so much time going down the tree of "what ifs" that they never actually run the experiment. You don't need to predict five layers deep into what could go wrong. Just think through the first one, prepare for it, and go.
The traps we often fall into are waiting for the ideal outcome or expecting an experiment to deliver absolute answers. In reality, data rarely gives us certainty. It gives us direction.
The goal isn't to use what we learn to decide where to run next. When we pause for too long searching for missing data, we risk losing momentum.
Don't obsess over the size of the experiment. Focus on how fast you can learn from it.
One of the biggest realizations I've had building Wonsulting is that most decisions are reversible. Ninety percent of the time, you can adapt, pivot, or undo something if it doesn't work. That flexibility is the foundation of how we experiment.
Perfection is the enemy of growth. Momentum creates clarity.
Data isn't always in abundance at the start, but it can be generated through motion, iteration, and curiosity. The biggest mistake teams make is waiting to "know" before they move. Progress often comes because we move, not before.
Every experiment, even the messy ones, builds insight, alignment, and confidence. Start lean, learn fast, and keep going.
"Most decisions are reversible. That flexibility is the foundation of how we experiment."
The biggest barrier to innovation is overthinking. Once you realize that 90% of decisions can be undone, you stop treating every choice like it's permanent.
"Great leadership isn't about protecting perfection. It's about protecting momentum."
Experimentation thrives when leaders create environments where people feel safe testing, failing, and iterating. The goal is to make mistakes and learn from them faster than your competition.
At Wonsulting, experimentation isn't a department initiative or a quarterly goal. It's woven into how we operate daily.
It's how Wonsulting solves hard problems, ships big ideas, and builds systems that serve millions. It's how we help underdogs access opportunities that once felt out of reach.
And it's how we continue learning faster than the world changes.
That's what makes Wonsulting different.
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