You sell to the people who run creative operations. He is one of them.
the work in question:intakecapacityreviewslauncheshandoffsstandardsintake
The work in question: intake, capacity, reviews, launches, handoffs, standards.
Warren Velázquez, New York. 13+ years owning how creative work moves through
enterprises, agencies and one startup, the last nine-plus at Senior and Director level. This page reads
Writer's public materials closely, borrows the design language politely, and audits him against your own
words, downgrades included.
Work delivered for · Google · GE Healthcare · Microsoft · Vodafone ·
SAP Ariba · Merck · NYU Langone · Dow Jones
The premise
You productized his job. He read the spec.
Writer's platform encodes how enterprises produce work: brand systems, reusable
playbooks, packaged skills, grounded knowledge, supervision at scale.1
Those are not abstractions to him. Each one is a workflow he has run by hand, inside the kinds of
companies you sell to. The mapping below is the argument of this page.
brand
What you sell
A unified brand system, enforced at scale.
Voice profiles, terms lists and style guides, so output is on-brand and compliant by
default.3
What he has run
He is the sole UX Program Manager driving the Brand function at Dow Jones: brand assets across
event and conference properties, spanning content design, UX/UI, motion and some video. The design
system he leads exists to make on-brand the default, not a review comment.
playbooks
What you sell
Repeatable multi-step workflows.
Work that used to live in one person's head, made reusable and shareable.1
What he has run
Fixed-date launch operations, run so many times they became named processes: Google property
updates delivered against Google's launch calendar, week in and week out, for two years. Four of
his playbooks are written out below, steps and receipts.
skills
What you sell
Expertise, packaged into reusable blocks.
Institutional knowledge codified so the whole team can rely on it.1
What he has run
Codifying operations is his reflex. Intake became Relay, the AI intake tool described below,
and capacity math and review cadence became systems he built himself, limits included.
knowledge
What you sell
Answers grounded in company data.
A graph of what the company knows, so agents work from truth rather than
vibes.1
What he has run
He owns the brand marketing team's Asana implementation for reporting, capacity and resource
management at Dow Jones: one plan of record, kept true. The reason his numbers are quotable is
that he owns the instrument they come out of.
supervision
What you sell
Agents supervised at scale.
Observability, permissions and a human in charge of what ships.1
What he has run
Review cadences that catch problems while they are still cheap: a structured review rhythm that
aligned skeptical energy-utility executives early, a gated publishing pipeline at GE, and tools of
his own where nothing changes until a human clicks yes.
The point is not that the vocabulary matches. The point is that he has sat on the buyer's side of
every workflow you automate, which is the side your product has to win over, one skeptical operator at
a time.
Said plainly, because you would notice anyway: Writer has no creative operations title open
today. The nearest live postings are a senior brand manager in New York and a product marketing lead in
San Francisco.4 This page argues the function, not one req. To be
concrete: row 01 of the audit says why he does not claim the brand req outright, and if the operations
half of that role is the half you need filled, he wants that conversation. More in
honest limits.
Playbooks
Four playbooks, written down.
Your product turns processes into something reusable. Here are four of his,
stated as steps with the receipt underneath, so you can judge the method rather than the adjectives.
playbook/01
The fixed-date launch.
For when the date is public and immovable, with creative, content, deployment and localization
all on the line at once.
Work backwards from the date. Every workstream gets a last responsible moment.
Reprioritize continuously against the calendar, not the wishlist.
Keep executives aligned with a review rhythm, so surprises die young.
Protect the team. Hitting dates by burnout is a failure that ships on time.
The receiptAt Huge, the agency maintaining them, he
planned and oversaw the design and development updates to tv.google, android.com including the
Android 12 launch, and wearos.google.com, delivered against Google's launch calendar, with creative,
content, site deployment and localization on the line.
playbook/02
Six formats, one plan.
For when intake is eating the function alive: every team asks differently, and someone senior
spends their week translating.
Stop fighting for a shared template. Six teams have never once adopted one.
Normalize at the point of receipt instead: read intent out of whatever arrives.
Chase the missing fields automatically. Never guess a blank.
Return one prioritized, resourced plan, and let a human own the priorities.
The receiptThis playbook became Relay, the AI intake
tool he built at Dow Jones. Six teams, subscription strategy, product design, product management,
performance marketing, CRM and event marketing, send quarterly plans in six spreadsheet formats, and
Relay returns one resourced plan.
playbook/03
The design-system migration.
For when eight properties are built eight ways and every inconsistency is a future ticket.
Unify the system before the surfaces. One source of truth, then migrations.
Migrate property by property, proving the build-time saving as you go.
Make the compliant path the fast path, so the system enforces itself.
The receiptThe Dow Jones event-site design system he
leads: 6 of 8 core properties migrated, build time cut about 80 percent, cross-property
inconsistencies eliminated.
playbook/04
The embedded research program.
For when the work is exploratory but the sprint still has to land somewhere.
Define the sprints with design leaders, not for them.
Hold the team to goals, not to outputs decided before the research.
Work embedded. An outside process bolted onto a design org changes nothing.
The receiptHe planned a year-long UI/UX research and
design phase exploring the future of Google Search Ads, defining the sprints with the design lead and
Google's Search UX Design Director and keeping four to six designers on track against the goals,
spanning new ad formats including video. Earlier: a 3-month research phase feeding an 8-month design
phase for Arizona Public Service.
The systems
He does not just run operations. He builds the tooling.
Operations systems built for problems he ran into at work, designed around the
problem rather than around a demo. Each one is a real build: several tools integrated so work is not
re-typed between them, a custom database underneath, AI used where it earns its place, identity and
permissions designed in, infrastructure he set up and keeps running. He specifies, directs AI agents,
reviews and sends it round again, with staff engineer friends advising. He is not an engineer and does
not hand-write production code. He ships anyway, which is the point of the era you are selling into.
intake
Relay.
in real weekly use
The AI intake tool he built for his own team at Dow Jones. It reads the quarterly plans six teams
send in six spreadsheet formats, extracts intent out of prose, chases the fields nobody filled in,
and returns one prioritized, resourced plan. Structured output lands in the team's plan of record, so
nothing is re-typed.
The honest limit. Exactly one user, him, weekly, on real planning data. It has not been
hardened for a team, and that is a real limitation rather than a roadmap item.
agreements
An agreements system he built.
private build
Turns what people commit to in a working session into a reviewed, signed record, so a scope or a
hand-off cannot quietly evaporate.
Why it exists. Vendor scoping, partnership talks and hiring conversations all start before
anyone has signed anything, and he kept watching the commitments made in them go unrecorded. Built
for that, not for a market.
capacity
The resourcing tool.
in real weekly use
The same hour goes wrong in every creative team he has worked in. Agencies, a startup,
in-house teams. The resourcing meeting happens, real decisions get made out loud, and then
somebody has to remember them and write them up afterwards. Usually late, usually thinner than
what was said.
The loop. The resourcing decision gets made out loud in the meeting. It is captured as
it happens and staged for a one-click yes, so nothing changes unless a human confirms it. Once
confirmed, the capacity view and the plan of record update themselves.
Where the human stays. On the yes. Capacity is computed rather than assumed, so PTO,
standing meetings and partial weeks come off the top, and an over-capacity week shows up before
the work is promised away.
The resourcing hour
In the meeting
DL
Andre is at 110% next week. Move the brand guidelines work to Hay.
Decision captured
Brand guidelines → Hay · week of the 14th
ConfirmNot yetNothing moves until you say yes
Capacity, next week
Plan updated
Andre110%84%
Hay60%71%
Mira78%
The meeting updates the plan, instead of someone updating the plan after the meeting.
A fully built tool, in real weekly use, made for his own role and his own
planning. It is not deployed across his employer, and that is a real limitation.
The point of the tooling is not the tooling. Intake triage, capacity math, chasing incomplete briefs
and status reporting stop costing a person's week, so the team's hours, and his, go to standards,
staffing, vendor strategy and the calls that need judgment. That is why the role covers more ground
than the headcount suggests.
It also changes how he buys. Every vendor and agency in this market now quotes AI-assisted
timelines. Someone who has built these systems can tell a real efficiency claim from a markup, and can
write a scope that does not get gamed. Happy to walk through it live if this turns into a
conversation.
Career
Thirteen years of how work moves.
The whole record, in order, with the framings he would use in a reference check.
Titles as they actually were.
Feb 2026 to presentNew York, NY
UX Program Manager, Brand
Dow Jones
Sole UX Program Manager driving the Brand function, its lead in practice rather than by suffix:
program titles are unleveled on this team. Manages design updates across event and conference
properties, JournalHouse and the WSJ Leadership Institute among them, spanning content design,
UX/UI, motion design and some video production. About 8 events and 6 launches in his first 5
months, each a fixed-date go-live.
Leads the design system unifying the event-site builds into one, 6 of 8 core properties
migrated, build time cut about 80 percent. Built Relay for the team's intake. Owns the brand
marketing team's Asana implementation, and partners with commerce and acquisition product design
teams on acquisition, onboarding and upsell experiences across WSJ.com, Barrons.com and
MarketWatch.com.
Apr 2023 to Feb 2026New York, NY
Senior Program and Project Management (Contract)
GE Healthcare · Moving Brands · Prophet
For GE Healthcare, managed the asset-production phase of the global Better Health Study, one of
GE's largest marketing campaigns: executive-level visualizations, a global website and hundreds of
media assets with supporting data analysis, delivered through one gated publishing pipeline. For
Moving Brands, a UX/IA audit strengthening NYU Langone's website design system. For Prophet,
planned and managed an MVP website redesign for a pharmaceutical client during the
Endo–Mallinckrodt merger.
Mar 2022 to Mar 2023New York, NY
Director of Creative Operations
Everyrealm
Web3 and metaverse development startup, $50M+ raised from a16z and others. Built creative
production from zero: sourced and staffed a team of 3D artists, UI/UX, motion and visual designers,
and introduced the production processes they ran on. Delivered metaverse real estate across 12
platforms plus web2 properties and brand work, and owned external vendor relationships through
implementation, testing and launch. The company wound down the function after the board pivoted
toward game development when the web3 market turned. The chapter ended with the market, not with
the work.
Mar 2020 to Mar 2022New York, NY
Senior Project Manager, Android Pod
Huge, embedded with Google
At Huge, the agency maintaining them, he planned and oversaw the design and development updates
to tv.google, android.com and wearos.google.com, the fixed-date operation written out as playbook
01 above. Served as the connective tissue between executives, Google product marketing managers and
strategists, and the designers and engineers doing the work, reprioritizing continuously to hit
time-sensitive dates without team burnout. Also planned the year-long Google Search Ads research
phase described in playbook 04.
Jan 2017 to Mar 2020New York, NY
Senior Digital Project Manager
Vertic
End-to-end enterprise website projects and multi-country campaigns for Vodafone, SAP Ariba,
Microsoft, Innophos and Merck. Flagship: a new transactional .com and mobile app for Arizona Public
Service, a 3-month UX research phase and an 8-month design phase producing a comprehensive design
system, stewarded into production with Infosys and 28+ engineers, with a structured review cadence
that aligned skeptical energy-utility executives early.
2013 to 2016New York, NY
Digital Project Manager · Digital Producer
POSSIBLE · Beyond
At POSSIBLE: the Petfinder.com redesign, rebrand and launch campaign, plus Purina Veterinary and
ConEdison work. At Beyond: managed design and development of Google's "Google for Work" site under
a tight deadline with a distributed team. M.A. in Digital Media Management, Hyper Island. B.S. in
Advertising Communications.
The audit
Scored against your own words.
No creative operations posting exists to audit, so this page uses the next best
sources: the senior brand manager posting, your marketing materials, and how you say you
work.413 rows:
8 Strong, 4 Partial,
1 Gap. The Partials and the Gap are open when the page loads and say what
is missing.
From the senior brand manager posting.
Rows 01 to 06 take their language from the closest live role.4
He is the activation and standards half of that sentence, not the strategy author. At Dow Jones
he manages the design updates and brand assets that campaigns land on. Campaign strategy itself has
always sat with strategists he partners with, at Prophet, at Vertic, at Huge. Real adjacency,
honest gap in authorship.
That is the Brand function he drives at Dow Jones: brand assets across event and conference
properties, content design, UX/UI, motion, some video. The design system is the bar made physical,
so on-brand stops depending on who happened to review. The numbers are in playbook 03 and the
career section.
The posting calls this AI-native brand operations. Encoding operations into systems is the
through-line of his last three roles. The design system encodes the standards. Relay encodes the
intake. The Asana implementation encodes reporting, capacity and resourcing. One honest clause:
what he has encoded is design, intake and reporting, and voice and terminology are standards he
has enforced rather than authored. The motion is the same one your product makes, and he has run
it by hand first, which is how you learn what is worth encoding.
The systems half is the whole record above: capacity computed rather than assumed, intake
normalized instead of templated, an audit of himself. The taste half is yours to judge, and this
page is the exhibit: an homage to your design language, written from scratch, down to the
sentence-case headlines that end with a period. A row where he grades his own taste does not get
to say Strong.
Two years inside Google's Android pod, sitting between executives, product marketing and the
design and engineering teams doing the work. Today, partnering with commerce and acquisition
product design teams across WSJ.com, Barrons.com and MarketWatch.com. The full record, agencies
and enterprise both, is in the career section.
Working against a product surface is familiar: he partners with product design teams on
acquisition, onboarding and upsell experiences across three Dow Jones properties, and he has built
products of his own, so he knows what a useful product insight looks like from the inside. What he
has not done is sit inside a software vendor's product org shipping the product itself.
From your marketing materials.
Rows 07 to 10 take their language from your solutions and product pages.2
GE's Better Health Study: hundreds of media assets, executive-level visualizations and a global
website delivered through one gated publishing pipeline. At Huge, localization was on the line on
every Google property he managed. At Vertic, multi-country campaigns for Vodafone, SAP Ariba,
Microsoft and Merck. He has run the supply chain your marketing page describes.
By default is the operative phrase, and it is an operations claim, not a software claim. The
review cadence is the compliance instrument he builds first: the APS review rhythm aligned
skeptical executives early, GE's pipeline was gated so nothing shipped unreviewed, and the Dow
Jones design system makes the compliant path the fast path.
The Google Search Ads research phase, written out as playbook 04 above: a year-long UI/UX
research and design phase he planned, sprints defined with the design lead and Google's Search UX
Design Director, four to six designers kept on track against the goals. It ran as an embedded
team, not as an outside process.
You run an executive forum and a standing council of CMOs on a cadence.7
His event muscle is the digital operation behind events, not the room itself: sites, brand assets
and fixed-date go-lives, about 8 events and 6 launches in his first 5 months at Dow Jones,
JournalHouse and the WSJ Leadership Institute among them. If your forums need the build behind
them, that is what he does weekly. On-the-ground production is not his claim, so this row does not
say Strong.
From how you say you work.
Rows 11 to 13 take their language from your careers page and role boilerplate.6
Not adopted, built. Relay for his own team's intake at Dow Jones, and two more on nights and
weekends: the resourcing tool and the agreements system, both described above, limits included. He
specifies, directs AI agents, reviews and iterates. Self-taught in AI, agent orchestration and the
production foundations underneath, and allergic to the demo-ware version of all of this.
Everyrealm: creative production built from zero, a full team sourced and staffed, and delivery
across 12 metaverse platforms plus web2 properties, inside one startup year. Speed with the
receipts attached.
He has spent thirteen years on the other two sides of the table: the agency delivering work into
enterprises, and the enterprise running the work. He has never sat inside a SaaS company operating
its own go-to-market. That is the gap, stated rather than staged. The adjacency is real, your buyer
is who he has been, but an adjacency is not the experience itself, and this page does not pretend
otherwise.
Scoring rule: each row is scored against what the source actually asks for,
never against an idealized maximum, and never reached on. The Gap stays a Gap.
On record
People who ran work with him.
It turned our weekly planning meeting from a doc-readout into a real conversation, and
now the conversation updates the board itself.
Clare Smythe Design Lead, Dow Jones, on the resourcing tool
Meticulous capacity planning to hit targets across every workstream without burnout.
Exceptional communication and problem-solving.
Hulya G. Director, Web Marketing Strategy, Google
Honest limits
Read before you reply.
Your values page says to hold the bar high and sweat the
details.6 A page that audits its author and hides the weak rows would fail
both. These are the real ones.
Relay has one user.
Him, weekly, on real quarterly planning data. That is a better validation signal than a signup
count, and it is also true that the tool has not been hardened for a team. Both things are true at
once.
The tools are his, not his employer's.
The resourcing tool and the agreements system were built for his own role and his own planning.
They are not deployed across Dow Jones. They are proof of how he thinks about process design, not a
product line.
He has never worked vendor-side.
Row 13 of the audit, restated so it cannot be missed: agency side and buyer side, thirteen years,
vendor side never. If vendor-side GTM experience is a hard requirement, he is not your candidate, and
you should know that in minute one rather than in month three.
This page is general on purpose.
There is no creative operations req to answer, so this page answers the function instead: the
operations half of the brand role, the AI program management your Enterprise plan promises
customers,5 a service someone inside Writer has to deliver, and the
events operation behind your forums. If that shape exists inside Writer, he wants the conversation.
If it does not, this page saved everyone a screening call.
Why Writer
Where he does his best work.
Because he does his best work at companies where technology is the core of the business, where the
product is the technology. Writer is that, unambiguously: a full-stack platform with its own models
underneath it.
And because Writer is, more than any company he could name, a bet on his own craft. Your platform
wagers that how work moves through an enterprise, the intake, the standards, the reviews, the
capacity, is the next thing software transforms. He has spent thirteen years being the person that
work moves through. He would rather help build the winning side of that bet than watch it arrive
from the buyer's chair.
There is a smaller, more practical reason too. Your own postings say the biggest brand touchpoint
is the product, and that Writer runs on Writer.4 He has run his
function on systems he built himself, so he knows exactly what it costs to be the first internal user
of your own tooling, and why it is worth it. That experience transfers on day one.
Contact
Worth a conversation.
One email is enough to find out. He is in New York, same city as your Penn Plaza
office,8 and the walk-through offer above stands.
writer.com, homepage and product overview, read August 2026.
writer.com/solutions/marketing, read August 2026.
"New at WRITER: Brand systems built for an AI era," writer.com blog, May 2026.
Senior brand manager and product marketing lead postings, jobs.ashbyhq.com/writer, read August 2026. Short quoted phrases are from those postings.
writer.com/plans: the Enterprise plan lists priority support and AI program management.
writer.com/company/careers: the values Connect, Challenge, Own, and "hold the bar high, and sweat the details."
The AI Leaders Forum and the AI CMO Council, writer.com newsroom, 2025 and 2026.
writer.com/company/about: offices, including 1 Penn Plaza, New York.
Everything else on this page is sourced from Warren's resume and confirmed by him.
No number here was invented for effect, which is why some of them are hedged with "about."
An independent, private application page. Not affiliated with, endorsed by or commissioned by Writer.
No Writer marks or assets are used; the page's design is an homage written from scratch. This URL is
deliberately not indexed by search engines.