I approach my role on the senior leadership team with a design mindset.

I’m the one asking a million questions and encouraging us to look at things from all angles. I make sure our decisions have a rock-solid rationale and that we are aware of the consequences of our actions. This provides our VP the support and confidence she needs to take final recommendations to the executive team for approval.

Some of the most common topics we debate are:

• What does the market value?

• What lessons have we learned?

• What deliverables can we package to inspire buyers to purchase?

• How do we build renewability into our contracts?

• How can we meet stringent business goals and objectives?

• How might we maximize resources over time to increase efficiency and profitability?

While considering the business imperatives, I also advocate for the wants and needs of the creative team.

• Does our vision match the skills and passion of the current team? If not, what is the risk to the culture and morale of the group?

• What can we add into the service offering that will motivate the team?

• How can we reduce high effort, low reward tasks that result in burnout?

Resource Modeling and Capacity Planning

In order to validate the feasibility of our recommended product and service offerings, it is critical to evaluate the operational implications of how we plan to execute the work.

Prior to rolling out our latest product offerings, I created visualizations of the potential project workflows for various project types so that we could see how many engagements could run simultaneously over a 12 month period. This allowed us to determine how frequently we could onboard new partners, forecast the staffing requirements, and estimate overall capacity.

When our team was conceived, the plan was to adopt a traditional agency model. I was hired to lead the creative team and another person was hired to oversee partner success. As we shaped our products and services, it became clear that we were going to need to build out a more specialized team with a unique blend of strategic, creative and technical skills. I researched a variety of different organizational structures to facilitate internal understanding and develop a vision for future growth.

At the end of 2019, EAB acquired YouVisit, a 360° virtual tour studio. I was asked to evaluate how their products, services and technology could be integrated into the website work being done by our team.

My first step was to conduct interviews with leaders of the YouVisit team to better understand the platform and their process. From there, I created a chart that allowed me to visualize and communicate potential features that could be combined to create a viable, complimentary offering to our website work.

Options ranged from selling the technology as a subscription-based plugin, to delivering a predetermined set of interactive media assets, to offering fully customized immersive storytelling experiences.

I assessed the level of production effort and cost based on different degrees of customization in order to recommend the best path forward.

YouVisit evaluation also included a UX/UI audit of their virtual tour product. During this process I uncovered several bugs and urgent usability and compliance issues. I worked with the product team to add the required updates to the engineering roadmap.

My comprehensive list of recommendations highlighted the limitations of the technology and reinforced the need to replatform the CMS.

Extradepartmental Consulting

As part of a large organization, with distinct products and services, efforts are made to share knowledge and expertise firm-wide. I support the organization as a whole by offering creative consultation to other departments.

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Creative Team Development & Management
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