Case study
Cross-functional team alignment
6 months | PM | High-level of complexity
Media & publishing
Process documentation
Workflow optimization
Cross-functional coordination
Stakeholder management
3
Departments involved
10
People aligned
1
Shared system built
Summary: A newsletter publishing product was losing client trust. The problem wasn’t capability, it was coordination.
What was happening
Editorial, sales, and IT were each running their own playbook. Client specs lived in different places, responsibilities were assumed rather than agreed, and the gaps between teams were widening. For a newsletter publishing product serving clients on tight, recurring schedules, that fragmentation had real consequences. Deadlines started slipping. Clients grew frustrated. Trust in the product began to erode. The underlying capability was there across all three teams. The coordination layer holding it together was missing.
What I did
Started with a full process audit to map the workflow design gaps across the 10-person team. That meant going through day-to-day operations with each department, understanding how work moved between editorial, sales, and IT, and identifying exactly where things were falling through. From there, built a shared documentation system that centralised every client spec, workflow, and responsibility in one place. Process documentation became a team habit rather than an afterthought. Clear points of contact were set up for clients, and transparent communication channels gave them real visibility into timelines and production status at every stage. The aim was to replace the reactive scramble with a repeatable system built around clear stakeholder alignment.
What changed
Reflective: The hardest part wasn’t building the system. It was getting three teams to trust it.
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