Post-Production & Creative Operations Leader · Los Angeles
A decade building the operational infrastructure behind creative production, from post-production pipelines at 20th Century Fox to scaling DTC brands from chaos into systems that actually hold.
Managed day-to-day operations of a large-scale digital asset library for a global entertainment organization, establishing metadata standards, taxonomy, and version control across production and distribution workflows. Contributed to the evaluation and deployment of DAM systems adopted across international teams.
Moved into post-production scheduling, directing QC workflows and localization delivery for theatrical releases and episodic library content across 12+ languages and multiple international territories. Asset management and QC across the Fox and FX television slate included titles such as The Simpsons, Family Guy, Hell's Kitchen, New Girl, Always Sunny in Philadelphia, and American Idol.
Led a 12-person cross-functional team delivering creative campaigns across ecommerce, social, and paid channels. Rebuilt content operations from scratch, establishing intake systems, production workflows, and approval processes that connected creative output directly to business outcomes.
Owned the full creative production output across every channel: paid media, email, ecommerce, social, and web assets. Responsible for concept through final delivery across all formats. Selected work from this period is visible on the Menlo House channel.
Oversaw execution of up to 10 concurrent initiatives across engineering, merchandising, growth, and executive leadership, building the operational infrastructure that scaled team output without adding headcount.
Identified the core inefficiencies in the Shopify launch process and rebuilt it entirely. What used to take 8 weeks consistently shipped in 3. The system cut developer time on routine setup by 90% and increased on-time drop launches by 40%.
I started at 20th Century Fox managing digital assets for a global entertainment organization. That environment, high-stakes, deadline-driven, zero margin for error across international releases, shaped how I approach every project since. You learn fast that the system is the work.
From there I moved into scaling DTC brands, bringing the same operational discipline to environments that were moving fast and building the plane mid-air. At Five Four Group and Menlo Club I rebuilt content operations and owned the full creative output across paid media, email, ecommerce, and web. At New Republic I built the product and operational infrastructure that let a small team move like a much larger one.
The throughline: I build the infrastructure that creative and operational teams run on. Whether that is a post-production pipeline, a content delivery system, or a product launch framework, find where the friction is, build the system that removes it, make it repeatable.