Great creative work needs more than talented people. It needs clear expectations, productive partnerships, useful systems, and enough breathing room to think.

I led a shift in how our creative function approaches its work—redesigning the brief, project intake, asset-management infrastructure, stakeholder relationships, and internal practices around creative development.

The goal wasn’t more process for the sake of process. It was to remove avoidable chaos, strengthen accountability, and give the team more room to solve the right problems.

Highlights

• Redesigned creative brief and intake model

• Strengthened prioritization and resource planning

• Introduced new collaborative and UX-informed practices

• Improved alignment between creative and marketing partners

• Led four direct reports and external creative partners

• Supported talent development and internal promotions