Selected Engagements.

i. The brief

The academy was running on an off-the-shelf BIS Safety Software template — capable as a backend, but indistinguishable from any other generic compliance LMS at the front. The brief was to make it read as a specialist learning product, credible to two very different audiences at once: corporate L&D buyers procuring training for entire workforces, and individual safety practitioners deepening their domain expertise.

ii. The approach

I treated the academy not as a website with courses bolted on, but as a productwith a clear primary task per audience. The information architecture surfaces three distinct entry paths — pathway browse, organizational enrollment, and a credentialing flow — while a single brand layer carries the visual register across all of them.

• A modular pathway model: each pathway composed of 4-6 short modules with clear time-to-completion, rather than monolithic courses.
• Audience-specific entry points: For organizations and For practitioners, with distinct CTA logic and downstream forms.
• A branded front-end layered over the external LMS backend, so learners experience the academy as a single product.
• Catalog filtering by level and audience to compress decision time.
• Credential and certificate design treated with the same rigor as the brand: typography, sealing, verification.

iii. The outcome

A working academy architecture in active build, designed to scale across additional pathways without rework. The first pathways — Silica 101, Advanced Silica Control Strategies, and Organizational Safety Implementation — are now in production rollout to founding clients.

i. The brief

Translate thirty-five yearsof UN-level expertise — carried by one person across sixty countries — into a public-facing platform that could attract industry, government, research, and media without flattening the technical authority underneath. The advisor's authority was unimpeachable; the question was how to communicate it.

ii. The approach

I treated the brand as an instrument of qualification, not promotion. Where most advisor sites lead with availability or services, Nayab's leads with the scale of the problem and the evidence of work done. A reader meets the gravity of the field before they meet the practitioner, which is exactly how senior advisory relationships actually start.

• A messaging architecture that opens with a problem statement: occupational disease is not a compliance issue. It is a systems failure.
• Three audience-specific pathways: For Industry / For Government & Agencies / For Research & Academia.
• An evidence pattern: numbered statistics and named recognitions, not descriptive adjectives.
• A media-kit and press infrastructure for inbound interview and speaking requests.
• A launch sequenced to World Day for Safety and Health at Work, pairing the public release with thematic relevance.

iii. The outcome

Public launch on April 28, 2026. Twenty-plus assets shipped across eight active workstreams. A platform now operating as the front door for advisory inbound, research collaboration, and media engagement — with earned coverage in Tunnelling Journal, BNN Bloomberg, AP News, CBC, and the Canadian Occupational Safety magazine.

i. The work

Across the JPMorgan and Marsh engagements I owned the operating layer behind enterprise creative work — the intake, the templates, the brand standards, the review cycles, and the people who run them. The visible output was decks, reports, RFPs, benchmarking studies, fact sheets, and pocket-sized client materials. The invisible output was reliability: the reason any of it shipped on time and on standard.

ii. Representative deliverables

• Marsh: Global Risks Report, Refining & Petrochemical Benchmarking, the modern miner's cyber risk guide, Construction Group RFP responses, Specialty Construction pocket cards.
• Mercer: Career Consulting redesign program, talent insight LinkedIn Live series, benefits-strategy brand campaigns, benchmarking research design system.
• JPMorgan Chase: 1,000+ executive presentations annually; centralized asset libraries; intake and workflow governance for the global creative function.

iii. What it built

A reputation, a network, and a working understanding of what high-stakes design actuallylooks like at scale: that brand standards prove themselves at eleven o'clock the night before, that the most important design decisions are operational, and that the most senior creative work is almost always editing.