THE WORK
Real problems.
Real results.
THE WORK
01 / 06
Live Events · Consumer Goods
Supply chain build
THE SITUATION
A touring production with no merchandise infrastructure. Inventory untracked, overseas shipments uncoordinated, some events with almost nothing to sell. On-site cash sales were covering team per diems with no separation and no tracking.
WHAT I DID
Built a demand forecasting tool using venue capacity and attendance projections to guide overseas orders.
Partnered with a U.S.-based inventory management company for centralized storage and deployment.
Grouped shipments for nearby venues to reduce logistics costs.
Implemented a point-of-sale payment system for on-site sales.
Created a per diem structure to separate team expenses from revenue.
Built a full tracking and reporting system across all markets.
WHAT CHANGED
Events were stocked. Orders were timed. Costs went down. Revenue was tracked for the first time. The operation went from improvised to infrastructure.
02 / 06
Live Events
Revenue Growth
THE SITUATION
A live touring production running 45+ shows annually across Canada and the U.S. Routing decisions were not data-informed, venue relationships were underdeveloped, and revenue potential across markets was going unrealized.
WHAT I DID
Built a market analysis framework to identify high-potential touring regions.
Audited venue and promoter expense and revenue projections, pushing back on inflated costs and holding partners accountable to realistic numbers.
Strengthened relationships with venue partners and promoters.
Applied attendance data and sales trends to optimize routing and revenue forecasting.
WHAT CHANGED
Average box office revenue increased 317% in year one. Achieved without prior industry experience through structured analysis, relationship development, and a data-informed approach applied consistently across every market.
03 / 06
video production
capacity planning
THE SITUATION
A video production company operating reactively. Talent was booked at the last minute, bandwidth was challenging to forecast, and decisions on new projects were made without reliable information. The best available talent was often out of reach by the time they needed them.
WHAT I DID
Designed and implemented a resource planning process with three months of forward visibility.
Mapped project timelines against team capacity to surface gaps before they became critical.
Built a system for securing talent ahead of demand rather than scrambling after the fact.
WHAT CHANGED
The team could evaluate new work against actual capacity rather than instinct. Lead times improved. The quality of talent on projects increased. Reactive operations became a planned, forward-looking function.
04 / 06
media & entertainment
Production Management
THE SITUATION
Production management for an Emmy-nominated animated series. 30+ people across 13 departments, multimillion-dollar budgets, major international broadcasters requiring alignment. Two seasons. 26 episodes each. Fixed 18-month schedules. No room to slip.
WHAT I DID
Built the workflows, schedules, and reporting structures to keep 13 departments coordinated.
Implemented forecasting and communication systems that caught problems before they escalated.
Maintained sustainable workloads across the team without compromising delivery.
WHAT CHANGED
Both seasons delivered on time and on budget with minimal overtime, an outcome rarely achieved in television animation at this scale.
05 / 06
Wellness & Coaching
Founder Operations
THE SITUATION
A solo founder running a wellness retreat brand, every function, every decision, every problem handled alone. No strategic partner. No separation between work and life. Decisions made reactively and in isolation.
WHAT I DID
Regularly helped her realign with her core goals, keeping the business focused and preventing scope creep.
Served as a consistent strategic sounding board, present when it mattered, especially when the founder was away leading retreats.
Built ROI analyses for key initiatives to inform decision-making and prioritize where to focus.
Rebuilt sales and branded materials to accurately reflect the quality of the business.
Designed the coaching dashboard for graduating clients.
Resolved ongoing tech issues that had gone unaddressed.
WHAT CHANGED
She stopped working weekends. She stopped second-guessing. She had a strategic partner in her corner who kept her focused and moving and it showed in everything the business put out.
06 / 06
Media & Entertainment
division launch
THE SITUATION
A globally recognized children's media brand with no digital infrastructure. No YouTube presence, no fan platform, no content strategy, no team to build any of it. The audience existed. The operation did not.
WHAT I DID
Built the digital media department from scratch, strategy, team, workflows.
Led development of the brand's flagship fan website from concept through launch.
Launched the YouTube channel with a full content strategy, production schedule, and resource plan.
Developed audience engagement initiatives including interactive content and branded merchandise programming.
WHAT CHANGED
A globally recognized brand finally had a digital presence that matched its reach. A department that didn't exist became a functioning, strategic operation.