Leadership wanted courses to become a larger revenue stream, but each one took six to nine months to produce. Requests often arrived without an agreed goal or clear requirements. I would begin designing, then learn what needed to change after the work came back for review. In course production, some of those decisions were still being made during editing.

I introduced a briefing step with the person requesting the work. We clarified what they needed and got leadership’s approval before production began. That gave me an agreed scope to work from and a way to resolve conflicting requests.

The same approach helped me handle competing deadlines and different expectations for the design.

Course production needed the same briefing step earlier in the schedule. Previously, I would build slides from a topic, the team would film, and editing would reveal issues with the structure or content. I brought the people involved together before filming to agree on the content and branding.

I also worked with the production team to define what they needed from me to start filming. Clearer handoffs helped me avoid polishing material too early and gave production a usable starting point.

After the workflow changed, course turnaround fell to one to three months and fewer slides needed rework:

This was a change to how our team planned and delivered work. I contributed the briefing process and coordinated handoffs with production; the result depended on the team agreeing on content earlier. I also used the process for other creative requests running alongside the courses.