Experiential Learning · The Miami Three-Phase Model

A different kind of
experiential learning.

We are the only university experiential learning program structured around full-lifecycle delivery. Peer programs at Michigan Ross, Rutgers, and Johns Hopkins offer project-based experiential learning — but none of them lead with digital and AI engineering as their core proposition, and all of them end at the final presentation. We continue.

§01The challenge

The talent problem is
now an information problem.

The employer's question has shifted from “What does this candidate know?” to “How does this candidate create value when knowledge, data, and tools are widely accessible?” That cannot be inferred from a resume. It has to be observed through work — which is what Experiential Learning provides.

Resumes are proxies

A resume tells an employer what a candidate says they know, not how they work. AI now makes resumes, cover letters, portfolios, and interview scripts easy to polish, so traditional selection signals get noisier — not students less capable.

Interviews reward impression management

Employers must make consequential hiring decisions before they can observe performance, and interviews favor the candidate who presents best on the day.

Engagement arrives late and scattered

Internships come late in the funnel, university engagement is fragmented, and new-hire recruiting is split from reskilling the people already on the team.

§02The Miami Method

Bulletproof problem
solving, applied.

The Miami Method is built on Bulletproof Problem Solving by Charles Conn and Robert McLean — a seven-step approach for taking a messy business problem to a clear, evidence-based recommendation. It is the framework Digital-First Lab teams use to structure their work.

01

Define the problem

Frame a clear, bounded problem tied to the decision the partner has to make.

02

Structure it

Break the problem into logical, non-overlapping parts and form hypotheses.

03

Prioritize

Focus effort on the parts most likely to move the answer.

04

Plan the work

Turn the priorities into a workplan: what to analyze, who does it, and by when.

05

Run the analyses

Test each hypothesis against data and evidence.

06

Synthesize

Pull the findings together into one coherent answer.

07

Communicate

Tell the story so decision-makers can act on it.

Why it matters for Experiential Learning

  • One shared method for students, coaches, and partners, so a short project begins with the right problem instead of jumping to a build.
  • Hypothesis-driven work: teams commit to an answer early and test it, rather than collecting information without direction.
  • Visible work products at every step — a problem statement, a structured breakdown, a workplan, the analysis, a recommendation — that show how a student creates value.
  • A built-in finish: every project ends by communicating a recommendation to the partner's leadership.
§03Three-phase model

How a project
actually unfolds.

01

2–3 weeks · Pre-semester

Needs Assessment

  • 01.01Structured intake conversation with Lab director
  • 01.02Business problem scoping using the Miami Method
  • 01.03Digital readiness and data availability audit
  • 01.04Capability matching across four solutions
  • 01.05Scope, deliverables, and governance agreement
02

5–10 weeks · Semester

Experiential Learning Delivery

  • 02.01Student team formation matched to project skill needs
  • 02.02Faculty-supervised execution across the semester
  • 02.03Bi-weekly client check-ins and milestone reviews
  • 02.04Prototype or dashboard tested with real data
  • 02.05Final presentation to client leadership
03

2–4 weeks · Post-semester

Post-Experiential Delivery

  • 03.01Implementation-ready documentation package
  • 03.02Handoff session with client technical team
  • 03.03Optional follow-on Lab project
  • 03.04Impact assessment and outcome measurement
  • 03.05Alumni network connection for ongoing advisory
§04Annual cycle

One calendar,
three cohorts.

Fall semester
Spring semester
Summer
Execution
Sourcing
Execution
Sourcing
Execution
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Semester begins
Partner & team onboarding
Term project execution
Final presentations
Begin partner selection
Project matching
Scope defined & locked
Agreement in place
Semester begins
Partner & team onboarding
Term project execution
Final presentations
Begin partner selection
Project matching
Scope defined & locked
Agreement in place
Partner & team onboarding
Term project execution
Final presentations
Fall cohortSpring cohortSummer cohort

Light block = sourcing · Solid block = execution · color = cohort served

Axis runs August through the following August.