Editorial Strategy & Change
Whether you’re rethinking your strategy, growing your team, or trying to get everyone aligned, I help you move from “we should” to “we will.”
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Journalism survives by building real relationships with communities. Not as a strategy, but as a purpose. I help you build a sustainable editorial brand without losing sight of why the work matters.
I’ve spent my career at publications that speak directly to their audiences — not at them. I understand these readers because I helped shape the sites where they formed their taste, and I know what keeps that kind of audience coming back.
In 2026, doing more with less is just the job. I specialize in helping focused, resourceful teams work smarter with what they have.
You might be a good fit if…
Turn strategy into action — and make it stick.
Example
As part of a Vox Media-wide platform initiative, Polygon was an early pilot site for a new WordPress infrastructure — a migration that would eventually roll out across all Vox Media properties. I directed the editorial side of that relaunch: CMS migration, new page types, front page redesign, and team training. Before that, I integrated a commerce vertical into Polygon’s editorial operation, coordinating across the broader Vox Media organization to bring in the right people when we didn’t have the internal capacity. The changes stuck because we treated the human side of the transition — helping people understand the change, adjust their workflows, and keep producing — as part of the work, not an afterthought.Know who you’re writing for — and what they actually need.
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.Decide what to make, what to cut, and where to focus.
Example
Polygon’s guides and service journalism 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.Hire intentionally — and set new people up to succeed.
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.Make better decisions in complex, high-pressure roles.
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.I spent nearly a decade at Polygon leading editorial strategy and operations.
I also spent four years teaching in NYU’s graduate journalism program — which kept me close to how the next generation thinks about this work.
I’ve worked at the intersection of editorial, product, and analytics — translating between teams and helping organizations make better decisions. I learned to make every resource count — and to build strategies that work without assuming you have everything you need.