Case study 01: Building a regional operation
Building the team and mechanisms behind a North American subdivision.
When a production business expanded into Europe, I led video strategy to fortify, safeguard, and preserve its North American operation: deciding where to hire, how teams should collaborate to make video a revenue driver.
Diagnose and design for sustainable growth.
My background is hands-on video production, and I bring that creative energy to how I build teams and set strategy.
Understanding the creative process from start to finish, from multiple perspectives, is the key to creating the roadmap and mechanisms for a successful video strategy while balancing growth.
Lead by listening and learn by losing.
Client/vendor surveys uncovered pain points and gaps. Overlapping feedback, combined with analytics, helped inform decisions on hiring FTE, part time, and ongoing contractors.
During this internal build out, I productized the company’s offerings, designing franchisable
Build operations around the work.
Uncover overlapping opportunities in the creative process.
I introduced the Blackmagic Cloud editing workflow that uploads live video feeds directly into a project’s timeline for a remote (California based) video editor. This allowed our editors to organize, tag and rough cut footage before a shoot ends, reducing the wait between production and post.
Turnaround for multi-day shoots moved from about a month to under two weeks. At least forty productions have benefited from the shared workflow.
Up-skill and influence.
Hiring was just one part of delegation. The founder and I co-designed L&D plans for operators, editors, and event coordinators during slower months. My goal was to up-skill and keep the company top-of-mind during the calmer weeks.
Be technology forward while respecting existing workflows.
Working with a very limited budget, I challenged myself to integrate cutting edge tech with the existing equipment and workflows of the company. This included virtual production, 3D pre-viz, gaussian splatting, 360 video, Dante, wireless media tech, Blackmagic Cloud, and more.
How I approach a business at its next stage
Diagnose: Repeated feedback can reveal whether the missing piece is talent, a decision, or shared processes.
Implement mechanisms for fresh expertise: A useful system gives specialists the ongoing context and ownership to make innovative decisions.
Match commitment to demand. Protect continuity where work repeats, and retain flexibility where needs vary.
Case study 01: Building a regional operation
Building the team and mechanisms behind a North American subdivision.
When a production business expanded into Europe, I led video strategy to fortify, safeguard, and preserve its North American operation: deciding where to hire, how teams should collaborate to make video a revenue driver.
Diagnose and design for sustainable growth.
My background is hands-on video production, and I bring that creative energy to how I build teams and set strategy.
Understanding the creative process from start to finish, from multiple perspectives, is the key to creating the roadmap and mechanisms for a successful video strategy while balancing growth.
Lead by listening and learn by losing.
Client/vendor surveys uncovered pain points and gaps. Overlapping feedback, combined with analytics, helped inform decisions on hiring FTE, part time, and ongoing contractors.
During this internal build out, I productized the company’s offerings, designing franchisable
Build operations around the work.
Uncover overlapping opportunities in the creative process.
I introduced the Blackmagic Cloud editing workflow that uploads live video feeds directly into a project’s timeline for a remote (California based) video editor. This allowed our editors to organize, tag and rough cut footage before a shoot ends, reducing the wait between production and post.
Turnaround for multi-day shoots moved from about a month to under two weeks. At least forty productions have benefited from the shared workflow.
Up-skill and influence.
Hiring was just one part of delegation. The founder and I co-designed L&D plans for operators, editors, and event coordinators during slower months. My goal was to up-skill and keep the company top-of-mind during the calmer weeks.
Be technology forward while respecting existing workflows.
Working with a very limited budget, I challenged myself to integrate cutting edge tech with the existing equipment and workflows of the company. This included virtual production, 3D pre-viz, gaussian splatting, 360 video, Dante, wireless media tech, Blackmagic Cloud, and more.
How I approach a business at its next stage
Diagnose: Repeated feedback can reveal whether the missing piece is talent, a decision, or shared processes.
Implement mechanisms for fresh expertise: A useful system gives specialists the ongoing context and ownership to make innovative decisions.
Match commitment to demand: Protect continuity where work repeats, and retain flexibility where needs vary.
Case study 01: Building a regional operation
Building the team and mechanisms behind a North American subdivision.
When a production business expanded into Europe, I led video strategy to fortify, safeguard, and preserve its North American operation: deciding where to hire, how teams should collaborate to make video a revenue driver.
Diagnose and design for sustainable growth.
My background is hands-on video production, and I bring that creative energy to how I build teams and set strategy.
Understanding the creative process from start to finish, from multiple perspectives, is the key to creating the roadmap and mechanisms for a successful video strategy while balancing growth.
Lead by listening.
Client/vendor surveys uncovered pain points and gaps. Overlapping feedback, combined with analytics, helped inform decisions on hiring FTE, part time, and ongoing contractors.
During this internal build out, I productized the company’s offerings, designing internal video and A/V franchises for consistent quality and style throughout our wide client base.
Execute with intention.
Uncover overlapping opportunities in the creative process.
I introduced the Blackmagic Cloud editing workflow that uploads live video feeds directly into a project’s timeline for a remote (California based) video editor. This allowed our editors to organize, tag and rough cut footage before a shoot ends, reducing the wait between production and post.
Turnaround for multi-day shoots moved from about a month to under two weeks. At least forty productions have benefited from the shared workflow.
Up-skill and influence.
Hiring was just one part of delegation. The founder and I co-designed L&D plans for operators, editors, and event coordinators during slower months. My goal was to up-skill and keep the company top-of-mind during the calmer weeks.
Be technology forward while respecting existing workflows.
Working with a very limited budget, I challenged myself to integrate cutting edge tech with the existing equipment and workflows of the company. This included virtual production, 3D pre-viz, gaussian splatting, 360 video, Dante, wireless media tech, Blackmagic Cloud, and more.
How I approach a business at its next stage
Diagnose: Repeated feedback can reveal whether the missing piece is talent, a decision, or shared processes.
Implement mechanisms for fresh expertise: A useful system gives specialists the ongoing context and ownership to make innovative decisions.
Match commitment to demand. Protect continuity where work repeats, and retain flexibility where needs vary.