The work.
What got built.

Creator supply existed across every APAC market but no formal commercial program existed to connect it to brand advertisers. There was no contracted agency network, no structure for how creator content should translate to brand media spend, and no measurement framework to track what the program produced. The work started from a blank page.

A brand deal program spanning 8 markets, built on a content-for-media-commitment structure: tiered package design calibrated by market maturity, a contracted agency network assessed and selected per market based on commercial capability, and a deal pipeline monitoring system tracking volume and media conversion by market and agency. Package structure and contracting were differentiated market by market because commercial capability varied significantly across the region.

Large creator portfolios across multiple markets, but no systematic logic for which creators warranted which level of service or how portfolio composition should differ by market. Partner management decisions were driven by relationship history and team familiarity rather than commercial logic, producing uneven resource allocation and persistent unresponsiveness from creators elevated into managed programs without the engagement history to justify it. The root cause was in the service model design and activation sequencing. Creator unresponsiveness was the surface symptom, and correcting the underlying system resolved it.

A service model with logic-based commercial viability thresholds, vertical-specific criteria for tier inclusion, and market-level portfolio ratio derivation. A separate Acquisitions model built from scratch for creators newly elevated into managed programs, distinct from the model for established managed partners. A diagnostic framework for identifying and resolving partner unresponsiveness by distinguishing root causes rather than applying a single response.

Launched a new vertical for a category of high-profile talent who were already established on Instagram but barely present on the platform. The organic, supply-first approach stalled quickly. This talent already earned well from their Instagram brand deals, among other lucrative revenue streams, so reach alone was not enough to pull them across. Their channels also hit real product friction, from a cold-start problem in discovery to their official content being outranked by fan uploads. In many cases they were not yet producing the kind of content their audiences expected, so there was little for the platform to surface.

The fix was to lead with monetization rather than reach, and to be deliberate about which talent I brought on. The cohort that worked treated the platform as a genuine second career and built long-form, narrative content made for it, rather than reposting their Instagram reels. I secured premium brand deals, shopping integrations and events for these lighthouse channels first, and those commercial outcomes in turn became proof that the platform was worth their time. Alongside it, I worked with product to determine solutions for the discovery problems, and gave the priority launches white-glove onboarding.

Rolled out a new GenAI product across APAC. Although it was live, adoption stalled almost immediately. The rollout depended on talent agencies to bring their talent onto the product, and onboarding a single one that way was taking up to 170 days. The activation model was the bottleneck.

I moved the rollout off the agency-led model and onto direct, one-to-one onboarding, working with the talent and their teams to activate them without waiting on an agency. That brought the timeline down sharply and secured eleven activations. When regulations later paused the product in one market, I ran the internal communications with legal, cascading the guidance to partner managers who then managed the response with the agencies, while the rollout continued in other markets.