Claire Harford

Led end-to-end delivery of integrated content programmes for a global client base — coordinating editorial, design, video, and social teams alongside external vendors and freelancers, ensuring quality and an authentic brand voice across every output. Introduced structured end-of-campaign reporting that increased additional client revenue by 15% through data-led upsell recommendations; separately, established campaign-specific P&L tracking that improved delivery margins through strategic shaping of programme mix. Managed sponsored webinars and roundtables end-to-end — sourcing contributors, designing agendas, and overseeing delivery to a high commercial and creative standard. Facilitated collaborative planning sessions with clients and internal teams, translating commercial objectives into clear, executable creative briefs.

Built the operational infrastructure for an in-house agency from scratch — designing workflows, governance structures, and ways of working that didn't previously exist, enabling a small distributed team to deliver consistently across multiple concurrent client programmes. Restructured pricing and service models, taking the business from break-even to profitability within 12 months through improved financial rigour and cost control. Led the end-to-end rebuild of a flagship B2B digital product — managing a distributed team across UK, Brazil, India, and Bali through Scrum-based delivery.

Managed high-value custom content programmes for global B2B clients — partnering with Strategy, Editorial, Sales, and Ad Ops on multi-platform execution to The Economist's exacting editorial and quality standards.

dentified the absence of any workflow management system on joining — selected, procured, and rolled out Smartsheets across production and design teams, building structure and process where none existed and significantly improving delivery transparency. Created the studio's first production rate card — establishing financial rigour and cost control across all campaign types, increasing profitability by 22%. Led a team of 6 producer-PMs delivering complex, multi-channel campaigns for major Tier 1 brands — including TUI, tourism boards, and high-end hospitality clients — balancing creative ambition with commercial and timeline constraints. Built strong cross-functional relationships across editorial, ad ops, and commercial teams — the connective layer that kept multi-disciplinary campaigns moving at pace.

Promoted twice in 18 months — recognised for bridging creative, editorial, and commercial functions of the studio in a way that improved collaboration and output quality across teams. Pioneered the studio's first production rate card, establishing structured financial tracking from scratch in a newly formed studio environment. Built and led a team of 8 PMs delivering award-winning integrated campaigns across print, digital, social, and live events for clients including Vodafone Business, Procter & Gamble, and Marks & Spencer Food — including sponsored food and drink guides such as The Dish. Mentored two team members to Senior PM promotion through structured development plans; recruited and developed 5 PMs.

PSM1

Scrum.org