Danielle Posey Email & Phone Number

Pagosa Springs, Co, Us

Purchase, Ny, Us

Grew team of three to team of eight creative project managers, using data to show need to increase headcount.Lead and mentor my team of high performing creative project managers in remote setting.Built and expanded creative project management discipline to align team with strategic department goals.Successfully introduced and facilitated adoption of a new project management tool (Workfront) for creative and marketing teams, providing comprehensive training and ongoing support to a remote workforce of over 250 individuals.Establish and maintain a robust data pipeline of dashboards and reports to support stakeholder decision-making, focusing on areas such as resource allocation, freelance capacity, forecasting, and priority discussions.Oversee departmental budget of $4 million annually, including management of freelance and external vendor expenses.Collaborate with creative and marketing team leaders to conduct assessments, identifying opportunities for process enhancements, expedited project delivery, and alignment of planned versus actual project timelines. Increased efficiency and speed to market by 20% by optimizing review schedules and implementing proofing tool requirements, as well as implementing a "fast pass" strategy for quick client updates.Drive continuous process improvement initiatives and testing strategies to optimize project management efficiency. Manage an average portfolio of 20 complex projects, providing support for team overflow and high-profile initiatives as required

Purchase, Ny, Us

Built creative project management discipline and team from the bottom up for new in-house creative agency.Assessed, defined and educated teams on creative project management methodologies, delivering on-time, on-budget with the highest quality possible.Created standardized process flows, verbiage and project plans for engagement with creative team using an existing/standing project management tool (Wrike).Provided consistent training for full implementation in first year with both creative and marketing teams for an adoption rate of 90+%Curated a team of 3 full time high level creative project managers, this team managed on average a total of 175 – 200 active projects.

Dallas, Tx, Us

Assessed, created, implemented, and trained agency team members on project process flow, creating common language across accounts and standardizing requirements for milestones for 100% adoption across all teams.Created and managed monthly agency dashboard, measuring agency billability, utilization, and profit tracking. Presented to executive team monthly.Created, lead, and inspired project management team to be agency hub using industry best standards, as well as build and manage freelance/consultants, external vendors, QA, and proofing teams.Assessed and onboarded resource allocation tool to be implemented Q4 2017. Utilization goal of 80% across teams.Revamped, simplified, and clarified estimating and scope of work process for more efficient and fluid estimates. Worked with team leads to assess and improve process, create education platform for personal growth and career path

Irving, Tx, Us

Partner with team leads (creative, production, account service, strategy, technology) to develop, maintain, and communicate scope of work, project plans, labor estimates, and schedules based on client requirements and goalsAccountable for agency profitability reports for client AT&T, including labor/staff burn rate and tracking of all budget-related information such as billable hours and project expenses, using Project Insight, a resource allocation tool Manage three teams consisting of Project Managers and Quality Assurance Specialists (print and digital) to assure common process, continuous improvement, accuracy and application of best project management practices Oversee 10-15 projects per month from kickoff through final mail drop or email blastCreate and manage yearly labor budgets, work orders and scope of work for three AT&T client pillarsInspire and mentor direct reports to foster teamwork, improve skillsets, and have fun

Irving, Tx, Us

When Javelin asked me if I’d like to help build a project management team, I leaped at the chance. Project schedules, strategy, project health monitoring, and resource allocation intrigued me. Assemble and train a team of eleven project managers, including five direct reportsCreate a system of project schedules, estimates, and accurate creative delivery, with zero tolerance for errors or missed deadlinesOversee 20-25 projects per month from kickoff through final mail drop or email blastCreate and implement process to accurately estimate yearly labor and hard costs for $23 million client budget

Irving, Tx, Us

Partner with creative and account service teams to provide accurate print/lettershop/postage budgets across multiple lines of business and projectsManage 15-20 projects per month from studio buildout to final mail drop to deliver on-time, accurate direct mailLead a talented and senior group of print production managers Build agency relationship with client procurement department

New York, Ny, Us

The online system for Pizza Hut franchises to order collateral had just been launched. I worked with stakeholder leads to streamline creative and production orders and invoicing for positive efficiency and labor effort.Managed all collateral and print for Pizza Hut client, including yearly print contracts

Being an owner taught me more about business than any other position I’ve hadWhat I learned:• “Why” is the root of all strategy• What is in the clients’ best business interests are in my best business interest• Marketing that doesn’t lead to sales is not worth doingMy responsibilities:• Cultivate relationships that bring value to the company• Create and present print production plans to prospective clients that have strategic value• Manage all aspects of print production, from gathering reliable estimates to final deliverySuccess story:A client company of about 25 agents selling financial services was growing at about the rate of inflation. It marketed through workplace seminars. Attendance rates averaged 15%, with less than 5% of attendees interested in meeting with an agent. We boosted both of those rates to nearly 50%, creating a burst of exponential growth for the company. The company originally came to us because they thought they merely needed sales collateral materials.

Created an electronic tracking system for jobs and estimatesStreamlined the stock photography purchase and usage-rights systemAdded splash and dazzle to production options and presentationsBrainstormed with creative and account management teams to solve client challenges

New York, Ny, Us

DDB wanted an outgoing, detail-oriented print production manager who would be a team player and hit the ground at high speed. I did that.

VHA had no centralized marketing or print production function, but wanted one. For them I:• Reduced print costs on annual healthcare “Environmental Assessment” report by 20%• Tracked and produced 1,100 jobs per year; managed $4 million annual print budget• Initiated a client-focused program to help business units project realistic annual production budgets• Helped create a quality control system for all marketing materialsEach business unit was a silo that created and printed its own materials. No two logos looked the same, language was variable, and printing standards didn’t exist. I worked with the recently reorganized marketing department to build standards and improve efficiencies.

Here I learned the value of passion, professionalism, and enjoyment of work. I also spent a great deal of time on high-volume web presses and learned by fire the value of balance: client vs. agency vs. vendors vs. end-users.

In the world of production, paper was still the most overlooked and yet critical element. The choice of paper can ruin a job or make it beautiful. I also learned the value of salespeople—first that I’m not cut out for a commission sales position, second how difficult their jobs are, and third that without the sales function, no business stays in business.

Dallas, Texas, Us

When I came to The Richards Group, I didn’t know collateral from a leaf on a tree. But these people challenged me as I had never been before, and I moved up in responsibility each year.• Led the way on the first four-color black-and-white ads (Tony Lama Boots) to appear in print.• One of the first in the country to do a statewide billboard campaign on Superflex, the vinyl material that is now industry standard:I was in charge of overseeing vendors who had to retrofit every billboard in our campaign to accept Superflex. Most vendors didn’t know how to do it, and I had to push like a bulldozer to make sure each vendor did it on time and to specifications.