Editorial management

In terms of editorial I have a wealth of skills and experience built up over the years.

As Global Digital Editorial Manager at Red Bull I shaped its multichannel content strategy and substantially increased its online reach and engagement. In 2016 we reached more than three billion people, with more than 100 million fans on social media.

My role there required leadership, creativity, commitment, and the ability to work cross-functionally across departments and channels while remaining highly organised and focused on the audience. I oversaw the planning and launch of its Innovator vertical aimed at the technology/startup sector and thrillingly planned and channel-managed for the launch of redbull.com/VR, its first dedicated VR/360 video section.

At the same time I was prioritising and weighing up resources, overseeing the implementation and rollout of the new redbull.com website across 50 different country sites, introducing other innovations and managing a number of projects involving senior stakeholders from both within and outside of the organisation.

As Digital Producer at the BBC I was responsible for all elements of several of its first iWonder guides including interactives, video, images, infographics, and text,  using my editorial experience to produce to house style learning guides that reached an audience of hundreds of thousands. Presented by Dan Walker, my guide about the maths behind the best FA Cup free kicks was the most successful ever launch, based upon my idea of how we could use interactives to make the topic instantly accessible and engaging.

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As Senior Digital Producer at STV I was editor for a variety of its sections including the overall site, home page, sections for news, sport, and entertainment, able to manage teams of up to 15 in the office and at external events such as music festivals. Through the use of analytics and other learnings I helped grow its daily audience from 5000 to 200,000 within the space of a few years.

At ITN I also acted as a day editor for one of its websites, overseeing other writers producing opinion-led news-focussed content where complex decisions needed made on a fast-paced basis several times a day, able to mix competing priorities for the brand and maintaining the editorial independence and tone of writers. Again this spanned a wide range of topics from politics and global affairs to showbiz and sport.

As Editor for Digital Content and Channels at Barclaycard I was brought in to reshape its digital content team into a newsroom structure, able to be reactive with its earned, owned, and paid media. I identified and oversaw the implementation of a new content calendar, build up an events diary, worked with the legal team to reduce their oversight so we could publish quicker, and transferred content production from agency to in-house, at the same time implement Tone of Voice and Brand Positioning guides.

One of my first online roles, as Digital Content Editor at The Herald, meant that I was in charge of the website for Scotland’s biggest-selling broadsheet newspaper on a nightly basis, needing to make important decisions without anybody to refer to above me, and also helping grow the website by double digits.

While Head of Content and Innovation at The Air Ambulance Service I created an entire new digital strategy from scratch, again establishing Tone of Voice and Editorial Positioning guidelines, overseeing all content production to significantly boost its strength. Within six months this had resulted in digital donations more than double, website numbers going up by double-digits, and Facebook reach and engagement quadrupling.