More recently, Jodi worked inside public education, including special education classrooms and school communities. Her interest in education also became personal: after navigating dyslexia with her daughter, she completed specialized training in dyslexia to better understand how children learn and how the right support can change their experience.
That work gave her a very different view of organizations—one shaped not from the executive level, but from inside the systems where policies and decisions are actually carried out. It reinforced something she had seen throughout her career: authority and fairness exist in a delicate balance, and the intent of a policy does not always predict its impact on people.
Jodi first learned to navigate complex systems inside large organizations such as AT&T, where communications rarely operated in isolation. Legal considerations, leadership priorities, competing interests, organizational politics and the realities of implementation were all part of moving work forward. Understanding those moving parts—and knowing who needs to be heard—is often as important as the message itself.
Together, those experiences have shaped the way Jodi approaches her work today. She looks beyond the stated communications problem to understand the people, incentives, relationships and systems surrounding it. Sometimes the message needs to change. Sometimes the process does. And sometimes the real issue is something no one has been willing to name yet.
Through Bragg Comm, Jodi helps organizations find that distinction—clarifying priorities, reducing unnecessary complexity and creating communication that respects both the people making decisions and the people affected by them.
