Sarah Gautier

– Establish operational rigour and governance creating a scalable Al-enhanced foundation to deliver creative and marketing services for the luxury travel sector. Clients included The Goring, Isla Secas, Nobu Beach Inn, WildLand, Apes Hill, Scott Dunn Private. – Financials: Implementation of informed and quantified financial forecasting and cost to deliver analysis to enhance insight and improve long term planning. – Role definition and hiring: Definition and documentation of a number of roles with career trajectory, led on recruitment of key hires across the business. – Contractuals and documentation: Developed key documentation and custom GPTs to provide better definition and protection, education of team on importance and process. – Al tool and process review: Conducted thorough requirement analysis and tool evaluation resulting in process and tool definition to ensure seamless, positive and cohesive ways of working (ChatGPT, Coda, Float, Granola, Slack, Wrike). – Resourcing and planning: Identified gaps in existing process and tooling, addressing and resolving issues. – Board reporting: Delivered comprehensive financial and operational insights, team wellbeing and strategic recommendations. – Roadmap: Defined operational priorities, appointed roles and owners, establishing guiding principles for the following six months, laying robust groundwork for organisational success.

– Designed and implemented workflows, automation processes and Al functionality using economical tools to streamline operations and minimise effort (Claude, Notion, Lindy, Slack, Trello).

– Operational foundation building: Defined, implemented and enforced processes, workflows, and tools for all Delivery and Studio operations, supporting team growth from 30 to 80 people. – Complex programme delivery: Led team of 12, delivering highly complex flagship projects for global clients, establishing delivery excellence for engagements up to £4.5m. – Leadership and growth: Led the Leadership team during critical growth phases, establishing governance and operational rhythms. – Establish and champion studio, project and account management function within Ostmodern and to clients. – Selecting and implementing tools, creation of required documents and development of processes and workflows required to run successful studio and projects. – Hire and develop studio and project management teams to ensure we can run increasingly complex and challenging projects. – Mentor, train and develop a team of ten people (eight project managers, resource manager, office manager, financial officer and HR manager), supporting team with one-on-one and full team meetings. – Suggest, develop and lead studio wide initiatives from the management team, such as monthly studio meeting, on-boarding all new staff members and supporting team leads. – Chair weekly management team meeting, and quarterly away days, driving improvements and actions to ensure we are continually improving how we run the studio. – Development, implementation and enforcement of strategic resource management and planning. – Implemented financial forecasting and monitoring tools for the MD and project managers to aid ongoing planning and tracking. – Work with the management team on new business opportunities, pitching and strategically important project kick offs, leading to the studio more than doubling in size.

– Part of the management team leading the Project Managers and overseeing the entire studio delivering innovative digital products with bleeding edge technology. – Strategic project leadership: Led multidisciplinary teams to deliver complex, innovative and strategically important projects to include reimagining streaming services for Sky and Yota, creating digital products for IKEA, The Co-op, Capital & Counties and Nestlé, and suites of physical interactives for Google, V&A and Science Museum. – Team leadership: Supported the Project Management team to achieve successful outcomes for the clients, AllofUs and their professional and personal development. – Profitable and happy studio: Ensured right shaped teams were sustainably utilised and allocated to projects that would further their goals and wellbeing and result in successful client outcomes. – Run project management team to include recruitment, development, disciplinary action. – Development of an Introduction to Project Management course for the wider network. – Champion the project management team and function within the studio and to clients. – Create and develop processes and documentation to enable the project management team to run projects most effectively and using best practice. – Plan and run complex strategically important projects across interactive physical environments, multi-device interfaces, brand identity creation, digital strategy and platform application design, on time and within budget. – Actively identify risks and issues along with suitable mitigation for all projects within the studio. – Work with the management team on new business opportunities. – Workflow and resource planning of all staff, including identification of suitable freelancers and contractors. – Build successful and profitable relationships with clients and suppliers, to include negotiating contractuals and commericals. – Regularly liaise with network wide teams, to include HR, Finance and Legal.

– One of the members of the Board of Directors for community cinema based in Dalston with charitable status.

– Responsible for number of key accounts. – Primary point of contact for all communication between agency and client. – Respond to all client's briefs and requests. – Communicate client requirements to technical and design teams and report back to client in laymen's terms. – Plan and manage projects, from concept through to delivery and on to post project review. – Creation of all project documentation. – Review all work from client's perspective, ensuring project objectives are met. – Offer advice to client about direction of sites and suggest potential projects and improvements for the future.

– Created a number of 'How To' guides and an 'Everyday Handbook' which superseded the 'Employee Handbook' issued to all new staff members. – Heavily involved in design, testing, implementation and training of all relevant staff working on new systems. – Organised and coordinated internal events and fundraisers with clients. – Created Proposals and Tender documents, showcasing staff members and relevant projects. – Wrote promotional material for the firm as a placement employer to universities and potential employees. – Involved in all handovers between students.

– Organised, coordinated, advertised and booked of all APM London events, including a ten week Project Management course. – Fielded a range of enquires from members and non-members. – Represented the association at the EPMF. – Forged strong links with corporate members and various groups. – Maintained the website. – Enabled a smooth handover of all duties to a new employee in a new location.