Turning an in-house creative team into an operations unit
At Brazil's largest EdTech, I rebuilt how design and video work flows. Rework fell 42% and output rose 30%, and that productivity drew more professionals into the team after company restructurings.
- Role
- Creative Operations Lead and Chapter Leader
- Team
- Design and video, grown from 4 to 12 people
- When
- June 2022 to now
- Internal clients
- Content, Marketing, B2C, HR and Start, the kids' brand
Context
Alura's content area ships more than 120 courses every quarter and over 1,200 videos every semester, each with its own slides and illustrations. Our team of designers and video editors worked as an in-house agency for all of it, plus Marketing, B2C, HR and the kids' brand.
Every client had a different pipeline. Requests arrived in every format, the asset library had bloated with near-duplicates, and friction between the content and video teams kept sending work back for fixes.
What I did
- Mapped the work. I ran usability audits and research with more than 12 professionals across editing, design and content, then documented every pipeline in Notion and ClickUp.
- Governed the assets. We rebuilt the library in Notion as a lean, non-inflationary collection, 90% smaller. Every asset has a purpose, a trigger for use and an owner, and anyone can browse it outside the editing software.
- Built tools on top of it. Slide and video templates, an icon system with its own manual, an illustration system for recurring characters, an image bank, and automations that turn instructors' teaching notes into edit marks.
- Changed how the team works. I moved the team from taking tasks to owning projects, trained content teams in design basics, and grew new seniors and leads from inside.
Figures
16 figures from the project.
Results
With a clean library and documented pipelines, the team is ready for AI-driven automation and has more time for research and new formats.