Case Study 01 · Process, Systems & Delivery
Building Infrastructure
and Driving Accountability
Across a UX Team
A team without a system is just a group of people. I came in, built the system, then ran it through the most visible launch of the year.
The Situation
A UX team operating without shared infrastructure
The Gap
"The team had strong designers and developers — but no consistent system for how work moved, who owned what, or how leadership could see project status."
- No standardized intake process — requests arrived inconsistently across tools and channels
- Existing project management tool was underutilized; most documentation lived in silos
- A major cross-departmental product launch was on the horizon with no project plan in place
- Leadership had no reliable way to monitor progress or flag risk in real time
What I Built
A project management system — then a product launch to prove it
How I Did It
Five phases, from listening to leading
I didn't come in with a solution. I started by understanding where the friction actually was, then built the system to address it — and immediately stress-tested it on the highest-visibility work the team had.
Outcomes
A team that could see itself — and deliver
What This Tells You
I don't just manage work. I build the conditions for it.
"The best creative operations work is invisible — you only notice it when it's missing."
What I did at ACS wasn't project management in the traditional sense. It was organizational design: understanding how a team worked, why it was breaking down, and building the infrastructure to fix it — then proving that infrastructure under pressure. If you're hiring for someone who can both design and run a creative operations function, that's exactly what this engagement was.
Case Study 02 · Producing Under Pressure
Eight Weeks.
Twenty Programs.
Zero Conflicts.
Sadie Barnette's touring installation demanded a production partner who could coordinate the community without controlling it. I made twenty things happen in eight weeks — without a single collision.
The Situation
A major touring installation with community roots and operational complexity
The Challenge
"This wasn't a standard gallery exhibition. It was a living space with 20+ community partners — each bringing their own artists, vendors, and expectations — running continuously for two months."
- Each of 20+ events had its own partner org, logistics, setup, and teardown requirements
- The installation's cultural integrity had to be preserved through every activation
- Visiting artists, local orgs, and community members all needed clear, consistent communication
- Back-to-back weekly programming left no margin for scheduling errors
What I Produced
Eight weeks of seamless public programming
How I Did It
Coordination without control — the producer's job
My role was to create the conditions for each partner to bring their best work, while holding the whole together. That required clear ownership, consistent communication, and an ability to hold creative and logistical complexity simultaneously.
Outcomes
Two months of programming, delivered clean
What This Tells You
I can hold complexity — and I understand what the work is actually for.
"The logistics were the easy part. The harder thing was understanding that this installation had a purpose beyond the schedule — and that my job was to serve it."
Production work at the intersection of art and community is high-stakes in a different way than corporate project management. There's no margin for conflict or failure, the stakeholders are often volunteers and artists without traditional professional structures, and the work itself carries cultural weight. The fact that I could run this — cleanly, on time, with integrity intact — tells you something about how I hold complex situations that matter.
Case Study 03 · Creative Resourcing & Process Design
Solving a
Bandwidth Problem
at the System Level
Ad hoc creative requests were straining the permanent team. Instead of adding headcount, I built a retainer bench and the process to deploy it — turning reactive scrambling into a repeatable, scalable model.
The Situation
A structural bandwidth problem disguised as a scheduling problem
The Root Cause
"Ad hoc client requests were landing without warning and being absorbed by the permanent creative team — degrading quality, morale, and capacity on planned work."
- Permanent creatives were constantly pulled from planned work to cover unplanned requests
- No defined intake path for ad hoc work — requests arrived informally, inconsistently
- No vetted bench of external talent to deploy when internal capacity was at limit
- The problem recurred every time a retainer client made an unplanned ask
What I Designed
A retainer bench and a deployment process to run it
How I Did It
Build the bench. Build the process. Protect the team.
The solution wasn't operational — it was structural. I had to both identify the right external talent and design the system that would let us use them without disrupting ongoing client work.
Outcomes
A bandwidth problem became a resourcing capability
What This Tells You
I see the system problem behind the scheduling problem.
"Anyone can fill a gap. I built a model so we'd never be scrambling to fill one again."
This engagement is about strategic problem-solving as much as execution. The ad hoc request problem wasn't a calendar problem — it was a structural gap in how the team was resourced. I recognized that, proposed a solution that addressed the root cause, and built it. The result wasn't just a fix for the immediate situation — it was a reusable capability the organization could run indefinitely. That's the kind of operations thinking I bring to every role.