At In Touch Ministries I led digital operations for a global media organization — mobile apps, OTT/streaming platforms, web, and AI infrastructure — with a consistent strategy of building capabilities in-house rather than renting them from vendors. That meant assembling and managing the teams, setting the technology direction, and owning the budgets that made it work.
I'm not a career engineer, and that's the point. I approach technology from a product and creative director's perspective: start with what the audience needs, then make clear-eyed build-versus-buy decisions and translate between technical teams and executive leadership. Working with IT, we automated content delivery into our video streaming service and podcast distribution platforms — removing manual work and making the operation scale.
The through-line is turning digital from a cost center into an owned, durable capability.
Proof points
- Directed digital operations spanning mobile apps, OTT/streaming, web, and AI infrastructure.
- Built in-house teams and capabilities, reducing reliance on external vendors.
- Automated streaming and podcast content distribution in partnership with IT.
- Managed digital and marketing budgets up to $2M; oversaw a $30M broadcast airtime budget.
- Nearly two decades of team leadership and vendor/agency management.