Media Department Revamp – Strategic Leadership & Operational Transformation

Project Role: Media Department Lead
Tools Used: Microsoft Office, Trello, Financial Planning Spreadsheets
Methodologies: Departmental restructuring, stakeholder coordination, budget management, quarterly reporting

Overview

As part of an organizational drive to enhance internal media capabilities, I led the full-scale revamp of a regional media department. The goal was to modernize the team, upgrade outdated equipment, and increase both output quality and member capacity—within the constraints of a tight annual budget. The department previously consisted of only 3 members and outdated equipment worth £700.

My Responsibilities

  • Acted as overall project lead for the media department revamp

  • Liaised regularly with a project board and board representative, providing quarterly updates and strategic plans

  • Managed the annual departmental budget, forecasting spend based on planned projects

  • Scheduled and coordinated training sessions for both new and existing members

  • Oversaw the acquisition of equipment, expanding the department’s operational capacity

  • Led recruitment and onboarding, growing the team from 3 members to 11 active contributors, with 3 more in training

Challenges & Solutions

  • Inconsistent Funding Releases: Board delays in fund disbursement risked project timelines. To mitigate this, I sourced interim financial support from other stakeholders and ensured reimbursements were handled smoothly.

  • Capacity & Training Gaps: The small original team required upskilling; I implemented a structured training calendar and secured access to industry-relevant resources.

Outcomes & Impact

  • Team growth from 3 to 11 active members, with a professional development pipeline in place

  • Equipment upgrade from £700 to over £5,000 in value, significantly improving production quality

  • Successful delivery of media coverage for key internal projects

  • Recognized as one of the best-performing media centres in the North of England within the organization

  • The department is now on the verge of becoming a self-sustaining and income-generating unit through social media monetization, with an estimated revenue of £150+ per month to support both the department and wider organizational goals

Key Learnings

This project taught me the importance of stakeholder negotiation and proactive financial planning. While internal board delays posed challenges, maintaining strong external relationships allowed the project to continue without disruption. The experience strengthened my ability to deliver under pressure, lead departmental transformation, and drive growth sustainably.

This media revamp project reflects my ability to lead people, processes, and budgets—turning underperforming units into high-functioning, strategically aligned teams.

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