NICK
ROZO

Creative Leadership & Brand Strategy

Industry: Hospitality

Role: Multimedia Manager

Contribution: Creative Operations • Department Development • Video Production • Photography • Motion Graphics • Vendor Management • Creative Workflow Development

Business Goal

Build an internal creative operation capable of supporting Holiday Inn Club Vacations' rapid expansion while providing scalable multimedia services across multiple business functions and a growing portfolio of resorts.

Challenge

As Holiday Inn Club Vacations expanded from four to more than twenty-seven resorts, demand for multimedia grew across Marketing, Resort Operations, Human Resources, Corporate Communications, Sales, and Executive Leadership. Existing production was fragmented, reactive, and difficult to scale while maintaining quality, consistency, and brand standards.

Strategy

Rather than treating every request as an individual production, I focused on building the operational foundation behind the work. Standardized workflows, production planning, reusable assets, vendor partnerships, and creative standards transformed multimedia from an ad hoc service into a scalable enterprise function.

Execution

Built Holiday Inn Club Vacations' first multimedia department from the ground up, establishing production workflows, creative standards, vendor relationships, reusable asset libraries, and project management processes that supported enterprise-wide content creation. Partnered with stakeholders across Marketing, Resort Operations, Human Resources, Corporate Communications, Sales, and Executive Leadership while leading projects from concept through delivery.

Outcome

• Built Holiday Inn Club Vacations' first multimedia department

• Established scalable creative operations supporting six major business functions

• Standardized production workflows and creative standards across the organization

• Supported enterprise growth from 4 to 27+ resorts

• Contributed to marketing initiatives supporting 47%+ Resort Operations revenue growth

• Increased production capacity while improving consistency and reducing creative bottlenecks

Project Story

Creative production wasn't simply increasing—it was becoming more complex. Every department had different goals, audiences, timelines, and expectations, yet every project still needed to deliver a consistent brand experience.

Instead of building a department that simply produced more content, I built one that produced content more intentionally. Standardized workflows, creative standards, reusable assets, vendor partnerships, and collaborative planning created a repeatable operating model capable of supporting marketing campaigns, executive communications, HR initiatives, sales enablement, resort operations, and internal storytelling.

The result wasn't just more video—it was a creative operation that allowed the organization to produce higher-quality work at greater scale while giving stakeholders confidence that projects would be delivered consistently, efficiently, and on brand.