Three case studies. Built at Learfield Studios.

College athletic departments live or die by social, but most operate as siloed brands. Learfield Studios sits across 40+ Power 5 programs as a centralized creative resource.

As Manager of Social Content, I led a team of specialists and producers across that system. The question I owned: when something works at one school, what does it take to run it at twenty? At forty?

I led the build and scaling of three cross-property campaigns: March Means, Countdown to Kickoff, and From Every Angle. Each designed to repeat across schools without losing local identity.

What worked at one school didn’t translate cleanly to twenty. Each new partner required custom setup. Execution broke as participation grew. Without shared infrastructure, success at one property became friction at scale.

Each campaign followed the same model: pilot, build the infrastructure, then scale.

March Means grew from 7 to 14 schools and 40+ athletes in a year. Countdown to Kickoff expanded from 20 to ~36 schools. From Every Angle delivered 18+ episodes across 8+ programs in its first window.

The shift was in how the work was structured. I built reusable one-sheeters, opt-in trackers, and fulfillment dashboards so each new property entered a system that already worked.

The infrastructure became the deliverable. That’s what allowed the work to scale without rebuilding each time.

Three campaigns. 40+ schools. 2M+ impressions.

March Means, Countdown to Kickoff, and From Every Angle scaled from single-property pilots into repeatable formats used across the network. Each campaign expanded year-over-year without rebuilding from scratch, maintaining local voice while running on shared infrastructure.

As LF Studios expanded, onboarding that worked one-on-one stopped working at scale. New hires and new properties were ramping differently, and the fluency required to run multi-property campaigns wasn’t carrying over fast enough.

This wasn’t a documentation problem. It was an operating problem.

The knowledge that took years to build wasn’t transferring fast enough. Onboarding depended on who ran it. Each new hire got a slightly different version of the role. Inconsistency at the start showed up in the work.

I rebuilt onboarding around how people ramp.

Onboarding shifted from individual approach to shared system.

Role- and property-specific decks became the standard ramp for new hires and new properties. A shared formats list (22 formats) gave sales and content teams a common framework. The Welcome Wagon became a consistent early touchpoint across the network. Through Culture Catalyst, a monthly leadership group I led, these approaches were shared and adopted across teams.

Behind every multi-property campaign is the operational work that makes it possible.

At Learfield, I owned content operations across 40+ collegiate athletic properties, building the infrastructure behind how campaigns were planned, executed, and delivered.

The output wasn’t a single piece of content. It was the system that made all of it possible.

At scale, fragmentation was the default. Teams worked on different timelines. Sales, content, and athletics weren’t aligned. What worked at one school broke at another, and it was hard to trace the root.

Every issue became a one-off fix. Nothing carried forward.

I focused on three areas.

When the system held, the work held. So the focus wasn’t fixing individual problems. It was making the system reliable.

40+ properties, one shared system.

Before, every property operated differently. Campaigns broke in different ways and fixes didn’t transfer.

After, teams were working from the same templates, the same timelines, and the same source of truth. Work that used to require constant alignment moved without it.

Pre-production templates, routing grids, and audit frameworks became the standard across the network. Properties without dedicated resources had a clear path into the same system.