Every project started from zero. There were no shared templates, no agreed handoff process, and no standards carried from one sprint to the next. Briefs often needed further definition, the same clarification questions surfaced repeatedly, and significant time was spent on coordination that should have gone to execution. I approached this as a workflow design challenge and built a structured process to reduce repeated coordination overhead.

I mapped the full production process across teams, identifying every point where work stalled, was repeated, or required rework. Based on that audit, I designed a standardized workflow covering intake requirements, review stages, handoff criteria, and sign-off. I created reusable templates for briefs, feedback rounds, and asset handoffs, and documented everything in Confluence so it lived in the system rather than with any one person.
I aligned teams on the new process through working sessions rather than a top-down rollout. I gathered input on existing pain points, tested the process before formalizing it, and connected each step directly to issues the team had already raised. This introduced a standardized workflow applied across all incoming work.

Requests arrived through Teams, email, verbal conversations, and half-filled tickets with no consistent format, no priority logic, and no visibility into status. Work was often prioritized based on urgency and visibility rather than shared criteria. Items regularly fell through the cracks, and there was no system to surface them.

I designed and built a centralized intake and tracking system in Jira. I defined the required fields a request needed before entering the queue, structured categorization logic, and introduced priority criteria based on business impact rather than urgency. I documented SLA expectations and escalation paths in Confluence so decisions were consistent and traceable, independent of who was available.
I introduced a regular triage rhythm to surface conflicts, blocked items, and unrealistic timelines before they became execution failures. This established a consistent system for request intake, prioritization, and tracking across the organization.

As the toolset grew, the same questions surfaced repeatedly across the organization. Requests for clarification on how to use templates, submit work, or follow processes came up week after week. Knowledge was held by individuals, with no shared, accessible system to store or reuse it, leading to constant interruptions and repeated explanations.

I identified the most common recurring questions and structured a self-serve knowledge base to address them directly: written step-by-step guides, short video walkthroughs for visually complex tools, and clear instructions for using templates and following processes.
I structured all content around tasks rather than tools. Instead of generic documentation, each guide focused on a specific action, such as how to submit a request or update a ticket after review. This made the content immediately useful in day-to-day work and created a scalable system for ongoing support and knowledge sharing.