Editorial change
is hard. I help
you make it work.

Example

At Polygon, I led multiple rounds of significant change over several years. I integrated a commerce vertical into the editorial operation, then later directed the editorial side of a full product relaunch: CMS migration, new page types, front page redesign, and team training. Through all of it, I was managing a team of 15 while often responsible for shaping messaging and direction for a staff of 30+. The harder work was always the same: helping people understand their situation, adjust their workflows, and keep producing at a high level while the ground shifted. The changes stuck because we treated process adoption as part of the work, not an afterthought.

Example

At Polygon, one of the central tensions was balancing high search traffic with a loyal, direct audience — two very different readers with different needs. I partnered with analytics leadership to build a KPI framework that held both, rather than optimizing for one at the expense of the other. That meant rethinking secondary metrics like time spent, not just pageviews. The result: a content strategy that scaled Guides to 20 million monthly readers without abandoning the passionate core audience that made Polygon worth reading.

Example

Polygon’s guides section had a loyal, passionate readership, but our editorial process wasn’t accounting for how most of them actually arrived: through search. I had to first make the case that our existing approach wasn’t sustainable, which meant proving it with data: we were investing significant writer time in games without validated search demand, and our article structures didn’t always reflect how readers actually navigated the content. Once the case was made, the work was building a new approach that brought in SEO research and training without flattening what made our guides worth reading. The readers who typed “Zelda shrine locations polygon” into Google were looking for the same thing as our direct audience — they had different entry points, but the same underlying need: clear, trustworthy answers from people who actually knew the game. We just had to make it easier for them to find us.

Example

At Polygon, I overhauled hiring and onboarding from the ground up: managing job listings, interview processes, and recruiter coordination while coaching hiring managers to make better decisions. I also built onboarding structures that helped new hires understand not just their role, but how the team worked and what success looked like. For a growing editorial operation, getting hiring right isn’t just an HR function — it shapes your culture, your capacity, and your ability to execute on everything else.

Example

I’ve managed managers, coached editors through their first direct reports, and taught graduate journalism students navigating what modern newsroom careers actually look like. I know the transition from contributor to person-who-runs-the-thing well — it’s a different set of skills, and most people are thrown into it without much support. If you’re good at the work and figuring out the leadership part, that’s exactly where I can help.