Creative Transformation

When I joined The Economist, the brand's global creative was fragmented. Internal teams across London, New York, and India were siloed. Most creative work was outsourced to vendors who were slow and expensive.

The opportunity:
build the brand's creative capacity from within and unite three offices into one team.

I started with 2 creatives and grew the team to 7. The real transformation wasn't headcount, it was what the team could do. I retrained the India office from deck-makers into designers, illustrators, and infographic specialists. We stopped outsourcing and started producing.

Pre-Covid, the three studios operated as a single team. Files followed the sun, as an office closed for the day, work moved west. London to New York to India and back again.

We stopped outsourcing and started producing. I built a reusable system of templates and production tools that let the team move faster and cut client costs.