Senior Account Program Manager · Creative Operations · Application
Warren Velázquez has run parallel creative delivery for 13+ years: 6 launches and about 8 events in 5 months at Dow Jones, hundreds of assets through one gated pipeline for GE, 3D and motion production shipped across 12 platforms. The dates were fixed. The work shipped.
Beyond · POSSIBLE · Vertic · Huge, embedded with Google · Everyrealm · freelance, GE Healthcare among others · Dow Jones
01 · Delivery
The current seat: sole UX Program Manager driving the Brand function at Dow Jones, since February 2026. This is what ran in parallel during his first five months. Every workstream below rode the same team, and none of the dates moved.
Six fixed-date go-lives across event and conference websites, JournalHouse and the WSJ Leadership Institute among them: content design, UX and UI, motion design, some video production. Each one a date that did not move.
About 8 events in the same window, each carrying design updates to its site and brand assets, riding the same team as the launches.
One design system unifying the event-site builds: 6 of 8 core properties migrated, build time cut about 80 percent, cross-property inconsistencies eliminated. It runs under the launches, not instead of them.
Six teams send what they send: subscription strategy, product design, product management, performance marketing, CRM, event marketing. One prioritized, resourced plan comes back weekly. The machine that does it is in the systems section.
Freelance: the asset-production phase of the global Better Health Study, one of GE's largest marketing campaigns. Executive-level visualizations, a global website, hundreds of media assets with supporting data analysis, all delivered through one gated publishing pipeline.
Metaverse real estate delivered across 12 platforms, plus web2 properties and brand work, with a creative function he built from zero. The full chapter is below.
The counts are real: 6 launches, about 8 events, 6 of 8 properties migrated, six teams into one weekly intake, hundreds of GE assets, 12 Everyrealm platforms. The composition is representative: items are spaced evenly because the month-by-month distribution is not published here, and this page does not invent data.
02 · Audit
Every row below comes from NVIDIA's posting. Nothing volunteered, nothing softened. Open a row for the receipt.
13+ years owning how work moves, the last nine-plus at Senior and Director level. The surfaces were high tech most of the way: Google properties at Huge (tv.google, android.com, wearos.google.com), Microsoft, SAP Ariba and Vodafone at Vertic, Dow Jones now. This is the rare posting where his full tenure is the literal ask.
About 8 events and 6 fixed-date launches in his first 5 months at Dow Jones. Six internal teams feed one intake he runs. At GE, hundreds of assets moved through one gated publishing pipeline. The board above is this row, drawn.
Four agencies: Beyond, POSSIBLE, Vertic, Huge. Then the other chair: sourcing, hiring and running 3D artists, UI/UX, motion and visual designers in-house at Everyrealm. He has been the person creatives escalate to and the person who staffs them, on both sides of the table.
The resume in one sentence. Receipts: GE's gated publishing pipeline for hundreds of assets; the Vertic review cadence that aligned skeptical energy-utility executives early, then stewarded a design system into production with Infosys and 28+ engineers; a fixed launch calendar across three Google properties with creative, content, deployment and localization on the line.
Two years of continuous reprioritization at Huge to hit time-sensitive dates without team burnout, including the Android 12 launch, a public immovable date. The job was connective tissue between internal executives, Google product marketing managers and strategists, and the designers and engineers doing the work.
The design system consolidation is the macro view made physical: 6 of 8 core properties on one system, build time cut about 80 percent, inconsistencies eliminated. Communication upward: executive-level visualizations for GE's Better Health Study.
Unusually literal here: motion design and video production inside his current scope at Dow Jones; 3D and motion-rendering production shipped across 12 real-time platforms at Everyrealm; web builds at every stop since 2013. He has managed the formats this posting names, not just the schedules around them.
Monaverse, end to end: he owned the external vendor relationship through implementation and platform testing to a single coordinated launch. Managed vendors across motion and 3D-rendering production and the promotional video at Everyrealm, and owned the function's spend. Coordinates freelance support at Dow Jones now.
Analytical and project management: strong, see every other row. Digital marketing specifically: the receipts are SEM and social campaigns at POSSIBLE, and they are a decade old. Said plainly rather than padded. He would lean on NVIDIA's marketing analytics partners while he closes it.
Past interest, into production: Relay reads what six teams send in six spreadsheet formats and hands back one prioritized, resourced plan, pushed to Asana. A capacity tool he built runs his own weekly planning. Both are in real weekly use. Details in the systems section, including how he builds them.
Capacity is computed, not assumed: PTO, standing meetings and partial weeks come off the top, and an over-capacity week is visible before the work is promised away. He owns the brand marketing team's Asana implementation for reporting, capacity and resource management.
The posting lists the campaign surfaces this team runs. Coverage below is stated against his actual receipts. The honest cells are the point.
The deepest column on the resume: event and conference sites at Dow Jones, a global campaign site for GE, three Google properties at Huge, enterprise builds and a full transactional .com at Vertic, Petfinder.com at POSSIBLE, Google for Work at Beyond. This page is also a website.
Video production inside his current Dow Jones scope; the Everyrealm promotional video managed through external vendors end to end.
A year running 3D production as the job itself: staffing 3D artists, managing 3D-rendering vendors, shipping across 12 real-time platforms. The closest thing on a creative-ops resume to NVIDIA's own surface area.
Motion design at Dow Jones today; motion designers staffed and run at Everyrealm; motion-rendering vendor production managed to launch.
About 8 events supported in 5 months at Dow Jones, on top of the event-site launches themselves, with event marketing as one of the six teams in his intake.
One real receipt, and it is a big one but not recent: the Arizona Public Service B2C transactional .com and mobile app at Vertic, a 3-month UX research phase, an 8-month design phase, then production with 28+ engineers. Plus early patient-app explorations for Novartis at Beyond.
SEM and social campaigns for Degree and Wild Turkey at POSSIBLE. Real, and a decade old. He would not claim current social-platform fluency on that receipt.
No standalone banner-production receipt. Closest adjacency: launch campaigns at POSSIBLE and multi-country campaign work at Vertic. Stated as is.
No production email receipt he would defend in an interview. The process around email, intake through QA to send, is the same discipline as every other row; the surface itself he would learn on NVIDIA's stack.
No print receipt in the verified record, so none is claimed. He would ramp on NVIDIA's print and prepress workflow rather than pretend to arrive with it.
03 · Everyrealm · Mar 2022 to Mar 2023
Director of Creative Operations at a web3 metaverse development start-up, $50M+ raised from a16z and others. The chapter on this resume that looks most like NVIDIA's own creative surface.
No creative production existed when he arrived. He sourced and staffed 3D artists, UI/UX designers, motion designers and visual designers, and introduced the production processes they ran on. Four agencies had taught him what good looks like; here he had to build it, hire it and pay for it.
Metaverse real estate delivered across 12 platforms, each with its own real-time constraints, alongside web2 properties and brand work. Twelve targets, one team, one schedule: parallel delivery as the default condition, not the crunch exception.
On The Row, he owned the external vendor relationship with Monaverse through implementation and platform testing to a single coordinated launch, and managed external vendors across motion and 3D-rendering production and the promotional video. He owned the function's spend.
The board pivoted toward game development when the web3 and metaverse market turned down. The chapter ended with the market, not with the work.
04 · Systems
When the process needed a tool that did not exist, he built it. Two are in real weekly use. Private tools, not ventures: proof of thought process and problem solving.
Six teams send him work in six spreadsheet formats, thousands of cells. Relay turns that into one plan.
Relay has exactly one user, him, weekly, on real planning data. That is a strength at this scale: it ships every week because nobody has to wait for a roadmap. The honest limit: it has one user and has not been hardened for a team. The deeper mechanics stay off this page on purpose; deciding what to publish is part of the job.
The same hour goes wrong in every creative team he has worked in: agencies, a startup, in-house. The resourcing meeting happens, real decisions get made out loud, and then somebody writes them up afterwards. Late, and thinner than what was said. So he built the loop instead: the decision is captured as it happens and staged for a one-click yes, nothing changes unless a human confirms it, and once confirmed the capacity view and the plan of record update themselves. Capacity is computed rather than assumed: 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 meetingThe meeting updates the plan, instead of someone updating the plan after the meeting.
A fully built tool, in real weekly use, built to solve a problem in his own role. Used by him for his own planning, not deployed across his employer: a real limitation, stated rather than styled. The problem it solves is industry-wide; he has watched the same hour leak in agencies, a startup and in-house teams.
"It turned our weekly planning meeting from a doc-readout into a real conversation, and now the conversation updates the board itself."
He is not an engineer and does not hand-write production code. He specifies, directs AI agents, reviews the output and sends it round again, with staff engineer friends advising. That workflow, a precise spec, tight review loops, a human on every yes, is the adoption pattern this posting asks for, practiced rather than professed.
Applied to a creative operations seat: brief triage, status assembly, capacity forecasting and the chasing of incomplete briefs stop costing a person's week, the hours land on the judgment calls, and the role covers more ground than the headcount suggests. No saved-hours figure is claimed here, because he has not measured one.
Two more private builds, an agreements system and a confidential-sharing system, exist for the same reason: problems he ran into at work, not ventures.
05 · Proof
Verbatim, from the people on the other side of the work.
"Meticulous capacity planning to hit targets across every workstream without burnout. Exceptional communication and problem-solving."
"A team player and problem solver on a complex, multi-part, year-long program. Strong client relationships throughout."
"A great PM. Diligent on the financial, creative and timing details, and a strong voice on UX and design."
06 · Why NVIDIA
The honest question first: he started at Dow Jones in February. Why is he looking about six months in? Not because anything is wrong. The work is real, he is doing well at it, and the launches above shipped on their dates. The reason is a preference that took thirteen years to get clear, not six months: he does his best work where creative volume is high, the schedules are aggressive, the internal clients are many, and the subject matter rewards obsession.
NVIDIA is the one company on his list where the creative organization's subject matter is the technology itself. He has spent a year of his career running 3D and motion-rendering production, and thirteen keeping parallel creative delivery on fixed dates, at the pace this team already runs. That is the pull.
And the seat itself, precisely: he wants the throughput seat, the volume and the internal-client surface of it, not a rung back to a Director title. Running delivery between Creative and the business units, accountable for quality work landing on time, is the job he has been converging on since 2013. The title matters less than the board.
07 · Plan
No invented metrics, no reorganization fantasies. Learn the machine, then tighten it.
Days 1 to 30
Sit inside the existing cadence before touching it. Map every business unit's intake path, the review and approval chain, the file-format and archive reality, and where work actually waits. Meet the creative staff as people, not resources.
Out: a map of who sends what, when, and where it stalls.
Days 31 to 60
Own a slice of live campaigns end to end, briefing through delivery and archive. Standardize status so every internal client reads the same page and nobody needs a meeting to know where their work is.
Out: campaigns delivered; one status format internal clients trust.
Days 61 to 90
Stand up a capacity view honest enough to forecast potential campaigns against. Propose, with the team, where AI-assisted triage takes the routine steps, intake chasing, status assembly, so specialist hours go to the work. A human stays on every yes.
Out: a forecastable capacity picture; a short list of routine steps to retire.
08 · Contact
Everything above traces to the verified record, and the systems are live. Happy to walk through it live if this turns into a conversation.
Warren Velázquez, M.A. · New York, NY