WCUI / Smith Chason College

Smith Chason College, which grew out of West Coast Ultrasound Institute (WCUI), runs health sciences campuses plus a continuing education arm, WCUI Global, that sells courses to individual clinicians and group trainings to hospitals and attends a heavy calendar of conferences. In early 2022 the college was on monday.com, but each team used it differently or not at all. Conference planning, budgets, and follow-ups were scattered across boards and spreadsheets. Compliance work, some of it a single deadline and some of it a multi-person project, was managed through weekly status meetings. Marketing requests arrived by email or mid-meeting. Action items from leadership meetings were duplicated between meeting notes and project boards, and the executive overseeing all of it had no single view of what her teams were carrying.

This was a monday.com WorkOS implementation. We used to implement and support monday.com as a partner, and this is that work.

Discovery ran as interviews across the whole organization in February 2022, covering the executive lead, operations, academics, compliance, HR, marketing, learning design, IT, and the Global team. From those we built out the account department by department. Events got a high-level conference tracking board feeding individual conference boards created from a template, with item and subitem costs rolling up so the college could budget events from real numbers, and Eventbrite course sales pulled in through Zapier. Compliance got boards with recurring schedules, so quarterly, annual, and multi-year obligations regenerate and remind their owners instead of depending on a weekly meeting. Marketing got a request form covering brand and department, with shareable views so outside agencies could see their assignments without licenses. Leadership got a meetings and action items system with permissions, approval statuses, and per-person views, replacing the duplicated notes. Underneath it all we delivered the structural work, including a workspace plan, a security and permissions hierarchy, a full board inventory with keep-or-kill decisions, a ticketing board, a training board, and a weekly monday.com education email to the staff. Course maintenance for the academic side, where every campus version of a course gets rebuilt each term, got templated projects with auto-populated timelines and time tracking for billable hours.

The college came back at the start of 2025 for an OKR system, with a company OKR board and dashboard, department OKR boards synced in both directions, project and to-do templates linked up to the objectives they serve, department calendars with one-click company sharing, and progress rollups calculated automatically. The build was templated, documented board by board with GIF walkthroughs, and handed to an internal trainer we trained.

Teams that had each kept their own version of the work moved onto shared structures with permissions matched to their roles. Conferences went from scattered planning to a template with budget rollups. Compliance deadlines regenerate on their own schedule. Leadership action items live in one system with approvals instead of two sets of notes. And three years after the original build, the college was still on the platform and chose to extend it with the OKR layer, run by their own trainer, which is its own kind of outcome.

Given the same problem now, we would build the college one system of its own that holds programs, campuses, compliance calendars, events, marketing requests, and OKRs in one client-owned database, with no per-seat licensing for a staff in the hundreds, and outside agencies and part-time faculty given access instead of workaround share links. The monday.com build served this client for years. A custom build would remove the license math that shaped who got to touch it.