Process design, project governance, change management, and operational infrastructure across agency and consultancy environments.
Served as Senior Operations Project Manager and Project Lead across agency and consultancy environments — building the operational systems, governance frameworks, and team infrastructure that enabled consistent execution at scale. Partnered directly with VPs, directors, and cross-functional teams to identify inefficiencies, align operational initiatives with business objectives, and translate complex challenges into clear roadmaps — embedding sustainable improvements into day-to-day workflows and maintaining stakeholder alignment through periods of growth, change, and organizational evolution.
The organization lacked a clear framework to define roles and responsibilities across accounts — creating accountability gaps, confusion in project execution, and inconsistent onboarding experiences for new team members joining active client portfolios.
Client handovers lacked consistency — creating service disruptions, knowledge gaps, and coverage risks during team member changes or planned PTO, with no standardized process to ensure continuity of client service.
Disjointed reporting systems required manual data pulls and provided limited visibility into staffing capacity, client satisfaction, vendor contract fulfillment, and progress toward business goals — slowing decision-making and consuming significant management time.
Account managers relied on manual monitoring to detect budget underspending, contract fulfillment gaps, and performance declines — a reactive approach that allowed issues to escalate before teams could act, increasing client risk and management burden.
Following an agency acquisition, a smooth initial transition was needed to integrate teams, platforms, and security protocols while maintaining full workflow continuity until finalized integration plans were in place.
Siloed communication and misaligned workflows between advertising channels were blocking knowledge sharing, degrading campaign execution quality, and preventing cross-channel testing opportunities that could benefit clients.
Misaligned workflows and communication gaps between the paid social and creative teams were causing project delays, inaccurate scoping, and suboptimal creative outcomes — with no shared process or accountability structure in place.
Without a standardized communication process, information sharing between managers and their teams was inconsistent — resulting in missed escalations, unaddressed client issues, and delayed resolution across accounts.
The agency's decision to outsource certain operational tasks required careful impact assessment, risk identification, and structured integration to maintain service quality and team morale through the transition.
Inconsistent QA processes across a 100+ client portfolio created accountability gaps, recurring errors, and significant manager oversight burden — with no standardized mechanism to track completion or catch issues before they resulted in costly make-goods.
Without a structured escalation process, high-priority client issues were inconsistently routed, resolution timelines were unpredictable, and insufficient documentation made it impossible to identify and address recurring patterns.
Evolving privacy regulations and the risk of account fraud required a proactive, structured approach to agency security — replacing ad hoc practices with standardized protocols, accountability mechanisms, and clear emergency response procedures.
New employee ramp-up timelines were long and inconsistent — limiting early performance and client impact while placing a heavy mentorship burden on experienced team members during a period when the agency was scaling rapidly.
Knowledge and skill gaps were limiting employee autonomy and slowing their ability to independently address client needs — while underdeveloped cross-functional relationships between departments were creating friction in project execution.
Employees spent significant time searching for documents, relying on internal email threads for process information, and working from outdated resources — slowing execution, creating inconsistency, and draining time that should have been focused on clients.
Inconsistent process documentation and a disorganized resource library were causing employees to duplicate work, spend time on redundant inquiries to managers, and execute tasks without clear, accessible guidance — creating inefficiency at every level.