Author: JNG
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An editorial-priority algorithm that outlived its first engagement
Prove, with a decision-support algorithm built for one media site’s editorial prioritization, that a system designed once against real data can outlive the engagement that funded it and keep serving other operations.
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I mapped what the site’s content was worth so management could choose
Prove that when competing content and strategy paths each have a champion, an independent mapping of their real business value turns the management choice from opinion into an evidenced decision, and opens the accompanying work that follows.
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Rebuilding a 30-person agency around skills and feedback, not more headcount
Show, with one Tier-1 reorg, that a team under absorption pressure can be restructured around skills and management so it keeps absorbing projects without breaking or losing its human size.
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External scrutiny is a forcing function, not a threat
Argue that taking an external audit on as a system improves the operation, evidenced by three real controls where scrutiny was absorbed and documentation came out stronger, and scoped honestly: the claim is that scrutiny strengthens the accountable operation, not that every control is good.
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AI-era relevance, proven by two real engagements, not a claim
Prove that AI-era operational relevance is evidenced by two real engagements (AI-assisted content production, Simplébo 2023 and Aprovall 2024) showing the same systems-building instinct on each side of the moment AI became mainstream (one just before, one just after) rather than a late pivot, scoped to exactly what those engagements demonstrate.
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Building a marketing division from zero: a lean-management call
Show, with one Tier-1 build, that a capability that does not exist yet can be designed, staffed, and institutionalized by one person who owns the build and keeps it lean.
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An IT audit across three domains, answered by two people
Prove that an operation under a client-imposed external audit, with no internal precedent and almost no headroom, can be documented up to a large-group compliance standard and keep the contract it was audited for.
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The last-chance mandate: rescuing Astrocenter from three countries to seven
Prove, with one flagship mission, that an underperforming international business unit can be rescued end to end when one person owns the full mandate.
