Years at Gener8 across progressive roles building, scaling, and operating a technical department, then deploying on-site to stand up the training infrastructure for a 50-to-200+ scale-up in India.
Gener8 India production floor. June 2015. In-camera panoramic stitch.
Much of the training happened on live shows, so the standard had to hold against real delivery, not a syllabus.
Three progressive roles, one throughline.
Build training and operating infrastructure from inside live production.
Lead the change as the studio scaled, including a brand-new offshore floor.
Hold the operating standard while the work was already running.
I came in as one of the department's first hires, with no team and no workflows. As it grew, I built both the operating system and the people leadership behind it.
The training function and the operational function were the same function. For my department, I built both.
Outside vendors became part of the delivery system, but only after they cleared our bar. I built the evaluation and the infrastructure that let internal and external teams work to one standard.
Holding a real standard means most vendors don't clear it. Running that evaluation, then coordinating the two that did, is a different muscle than leading an internal team.
I flew to Mumbai and deployed on-site to take the floor from 50 to 200+ artists on active production work, in about 7 weeks.
Training is upstream of change management. Build the capability, and you earn the credibility to lead the change that follows.
Each square is an artist I interviewed and hired onto the floor. I deployed on-site and took it from 50 to 200+ for active production in about seven weeks, building the training pipeline and onboarding the department leads who ran it from there.