Context
Vector Management, a Live Nation joint venture, was going through a company transition. Its 13-person marketing and creative department supported 50+ clients across three offices. Responsibilities were unclear and deliverables inconsistent. I was promoted from Director to VP of Strategic Marketing to rebuild the department while client work continued.
Org design and systems
I led the departmental reorganization, starting with an assessment of client and artist-manager needs, team responsibilities and available resources. I rewrote job descriptions, clarified ownership and handoffs, and planned resources around the work the department needed to deliver.
I created the SOP library and introduced project-management and communication best practices, alongside one-to-ones and performance reviews. I used ADKAR-informed change management to support the team through the transition.
The reorganization connected teams across three offices. I aligned marketing, artist management and tour marketing around shared ways of working, replacing separate office-level and team processes with clearer expectations for collaboration.
I also made the department’s priorities and progress more visible across the company. I gathered feedback from artists, managers and other departments, then followed up with regular progress updates and concrete examples of completed work.
Hands-on marketing
I directed the digital marketing and creative teams, setting campaign goals and working alongside the team to achieve them. My role combined strategic direction with hands-on campaign planning, problem-solving and delivery.
I managed more than $800K annually across department budgets and client marketing spend. I set campaign budgets and worked directly with record labels, artist managers and tour marketing on release plans, remaining a primary client contact across the roster.
Results
The marketing department adopted a shared playbook for responsibilities, communication and delivery. I introduced that playbook to the wider company, making clear how the department worked, what other teams could expect and how we would track progress.
After the first year, manager and client feedback on the team’s responsiveness, accuracy and creativity had improved significantly.