Providing a clearer operating model for a multidisciplinary creative services team.
From 300+ open records to one clear workflow.
12 people · 3 managers · ~70 stakeholders
Original materials are confidential. I’m happy to walk through the work in conversation.
As Creative Services Manager at NRG, I led a 12-person design and editorial organization, with three managers reporting directly to me. The inherited project-management system held more than 300 records in mixed or unclear stages, a clear signal of workflow gaps. Publishing schedules spanned multiple business units and roughly 70 internal and external stakeholders, exposing issues in visibility, intake, prioritization and routing.
I managed the enterprise content calendar across social media, web articles, video, cultural acknowledgements and email campaigns, serving as the final editorial and brand-quality checkpoint before publication. I coached three managers on delegation, feedback, prioritization and communication.
Using a portfolio assessment to identify workflow and governance needs, I designed a future-state governance model covering intake, stakeholder routing, project stages, timelines, prioritization criteria and approval gates. I presented the plan to approximately 40 stakeholders to align internal leaders.
The operating cadence gave leaders a coordinated publishing view and a consistent quality checkpoint across channels. The governance plan gave stakeholders a documented model for a more efficient workflow.