A U.S. government agency that delivers financial products to individual and institutional investors was required by Congress to radically change its marketing model from indirect (through intermediaries) to direct (via the Internet). We analyzed the agency's organizational structure to determine the best channel and methods for educating several thousand agency employees on the changes, why they were being made, and how they would likely affect individual employees and teams. We then prepared communication and meeting materials that (1) enabled a handful of marketing specialists to train an identified group of mid-level managers, who then (2) used the training and materials to inform their employees. The project was well received by the client, who successfully executed it on schedule and supported the agency's needed cultural transformation.