Five energy brands running in parallel

Situation

Five brands were running campaigns at the same time across two countries, each one needing sign off from sales operations, legal compliance, pricing, outside vendors and the creative team. Every unit tracked its work differently, so nobody could see where a deliverable actually was. Launches slipped because a file was waiting on someone who did not know they were holding it.

What I did

I ran the workflows across all five brands and treated the handoffs as the real problem, since that was where the time was going.

I managed go to market collateral for pricing restructures, promotional campaigns and service rollouts, which meant keeping sales materials consistent while each brand kept its own positioning.

Then I standardized project tracking across the business units. One structure, one place to look, clear ownership at every stage. When something stalled it was visible immediately instead of at the deadline.

Two projects that stood out

I led the website overhaul for SFE Energy, the company’s US brand. That meant coordinating compliance, operations, sales and the other departments with a stake in the site, working directly with the outsourced designer and agency building it, securing approvals at every stage, and writing the copy myself.

I also ran marketing for one of the company’s biggest product launches: a commercial contract to supply an entire residential condominium building. I built the marketing materials, funnels and communications behind it, and worked with designers, partners and the same mix of departments, compliance, operations, sales, to bring the client in.

Result

Deliverable turnaround times dropped and the bottlenecks in the creative process cleared. Launches started landing on schedule across all five brands.

This is where I learned to run creative work at a scale where good instincts are not enough on their own, and the process has to hold.