Strategy
Working in communications and marketing during the past 25 years required evolving and adjusting tactics, channels and strategy. Each time I was promoted, I was asked to expand or improve communication channels and processes. When I was promoted to director, I was handed the website and expanded digital communication responsibilities as well as being asked to consolidate the staff, one of my most challenging tasks.
As director, I served on the executive team, strategic planning committee, communications committee, 125th Anniversary committee, trained staff and committees in communication strategy, and updated the management team on communications every month in addition to attending department meetings and project meetings.
I continually evaluated and adjusted methods and channels, including initiating the club's first website (which the general manager stopped because he thought the web was a waste of time) and social media channels. If I wasn't able to do something at the club, I tried it on my own through projects and businesses including blogging, video production, product marketing, and manufacturing.
I also took lead in technology in my department, choosing to fight successfully for Macintosh computers and software (which I researched, purchased and installed), servers, and the first electronic request form.
Under my leadership, the department responsibilities expanded from a weekly printed newsletter and monthly magazine to:
- Branding
- Coaching and training
- Communications strategy
- Digital asset management
- Digital displays
- Electronic newsletters
- Emergency communications
- Hardware and software research, installation and management
- Marketing project management
- Market research
- Monthly magazine
- Photography and video
- Policies
- Posters
- Private website with court reservations and event registrations and hundred of pages
- Print and digital brochures
- Public relations
- Public website
- Quarterly class guides
- Sales and sales management
- Social media
