Ivy League Medical School (illustrative — Harvard)

The brief opened on a familiar bottleneck: a flagship moment that needed to land in three dimensions, in front of an audience that had stopped responding to flat media. The team had tested every conventional channel and watched the metric flatten quarter over quarter.

Logistics were the secondary constraint. Whatever shipped had to set in a window of hours, run unattended for the duration, and tear down without leaving a footprint. Anything that needed a dedicated operator on-site for the run was off the table.

The third constraint was content velocity. Whatever we built had to be re-themable in days, not weeks — the program would only justify itself if it could ride the cadence of the wider campaign.

We scoped a deployment around the hardware best matched to the sightlines and dwell windows in the brief. Site survey, content pipeline, and ops handoff were sequenced so the customer team owned the program end-to-end by week six.

Content was authored against a 30-second loop with three named beats — open, hero, payoff — so the wider creative team could remix without re-engineering the scene. We shipped a CMS that let the customer push regional variants without ticketing us.

Run-of-show was rehearsed with the venue's house team to remove our crew from the critical path on day one. By the second week, the program was running with no Nexa staff on-site.

Within the first measurement window, the program cleared the headline metric by a meaningful margin and held the lift across the full run. The secondary metrics — dwell, social pickup, qualified follow-up — all moved in the same direction.

Operationally, the customer's team owned the program on schedule. The deployment is now templated for replication into adjacent markets, with the content pipeline reusable across them.