Over the past several years, interest has grown in programs aimed at changing behaviors or business practices that affect energy consumption. There are, however, few documented examples of programs that actually achieve energy savings, especially within the Northwest's industrial sector. Existing examples tend to examine localized effects of employee awareness at individual sites. Over the past three years, the Northwest Energy Efficiency Alliance's (NEEA) regional industrial initiative has focused on promoting the systematic use of continuous energy improvement (CEI) in the Northwest's industrial sector, specifically in the pulp and paper and food processing industries. Due to this effort, 32 food processing plants and three pulp/paper mills were in various stages of adopting and practicing CEI at the beginning of 2009. Still, taking the Initiative to market identified several unforeseen challenges that required significant adjustments to the initial implementation strategy. A key one of these focused on training. Instead of merely earning its mark by generating ample savings, training (or, more accurately, lessons learned from its implementation) became a pivotal element underlying CEI's development and eventual launch as a comprehensive energy management product. This paper illustrates how, in light of significant unforeseen challenges, availability of concurrent evaluation data, and dedication to adaptive management contributed to the successful launch and ongoing calibration of a previously untested behavioral market transformation program targeting the industrial sector. Data presented in this paper draw on three years of primary data collection from a number of sources, including program data, participant surveys, and site visits.