Building a Centralized Creative Engine From Scratch
[ The Challenge ]
When I stepped into my leadership role at Affinity, we were looking after 6 entirely different business units. There was no central hub, no standardized rules, and no structured way of working. It meant constant communication bottlenecks, uneven quality, and missed timelines.
[ The Strategy ]
I collaborated closely with our Creative Director and business heads to change how we functioned. I built the Central Marketing Design Team from the ground up. To make sure everyone knew how to work together, I established our first real Standard Operating Procedures (SOPs). This set clear timelines and delivery rules for every project, making communication between marketing managers and designers completely seamless.
// Figma System Execution Dashboard
Click folders to inspect our DesignOps infrastructure
[ Brand Playbooks ]
I designed complete brand guidelines for all 6 business units, defining the exact rules for what our creative could and couldn't look like.
[ Ready Templates ]
I built out master templates for each brand so the team never had to start from a blank page.
[ Figma Pipeline ]
I completely reorganized our Figma file structure for every business unit to facilitate developer translation.
[ Motion Hub ]
Recognizing the growing need for video, I built a dedicated motion graphics team from the ground floor.
We transformed a scattered group of individual designers into a highly disciplined, synchronized unit that consistently smashed marketing targets and delivered premium events collateral on time, every time, from initial concept to physical delivery.