Creative people need more than clear direction. They need trusted standards, meaningful mentorship and a visible path to grow.
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Building a creative culture at global scale.
As GSS’s first Creative Director, my role was not to develop a campaign. It was to create the conditions for teams in Costa Rica and India to share judgment, raise quality, rediscover creative motivation and take on higher-value work for both people and the business.
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The challenge
GSS had successfully brought high-volume production for Amazon Prime Video and MGM in-house, but its creative structure had not grown at the same pace. Teams worked across two countries with communication gaps, inconsistent processes and different quality standards. At the same time, many designers felt limited by a model focused primarily on adapting existing key art, with few visible opportunities to build new capabilities.
Build the creative system the operation needed: connect the teams, bring leadership closer to the craft, turn learning into culture and transform existing talent into new capabilities for the business.
The transformation
From an operation to a culture.
- 01
Two hubs, one team. I built a closer creative relationship between Costa Rica and India through shared spaces for exchange, review and collaboration—helping both hubs operate as one creative community rather than isolated units.
- 02
Leadership closer to the work. I identified that creative development was largely carried by operational structures and proposed embedding art direction inside the teams to guide designers, align standards and translate business needs into stronger creative decisions.
- 03
Motivation turned into growth. I helped reshape an internal creative exploration program so participation led to genuine development, including an immersion with creative teams in Los Angeles and a model for bringing that knowledge back to GSS.
- 04
A space that made creativity visible. I contributed to the concept for an environment designed around workshops, brainstorming, hands-on experimentation, screenings and forms of learning beyond everyday production.
- 05
From adaptation to original creation. In response to an opportunity identified with Los Angeles teams, I structured a new Creative Operations capability led by senior talent and art direction. It enabled original development from Costa Rica, opened a new service line for GSS and created a more ambitious career path for designers.
The visual world
Leadership, without revealing intellectual property.
◉Because this work is confidential, titles, creative assets, videos, internal tools, stakeholders and proprietary metrics are intentionally omitted. This story focuses exclusively on my contribution to culture, leadership and the development of new creative capabilities.
Leadership scope
- First Creative Director, GSS
- Creative direction · Costa Rica + India
- Culture + creative standards
- Leadership + talent development
- Creative business development
1stCreative Director at GSS
2hubs under one creative culture
1new original-creation capability
The lasting lesson
The greatest achievement was not having more work pass through creative direction. It was enabling more people to build judgment, confidence and a path to grow—and helping the organization discover that it could create, not only adapt.Back to selected work ↑