Building a Global Editorial Team

I lead a 20-person content organization: two Managing Editors (Development, with two direct reports; and Contributor Strategy & Standards), 13 Destination Editors, and an App Project Manager with two contract reports.

The growth story came first: from 2022 to 2025, I grew the core Destination Editor team from 9 to 13 direct reports while building shared standards, clearer operating rhythms, and a more cohesive identity across a distributed operation.

The challenge

Lonely Planet’s destination-content operation is global. Editors work across 10+ time zones and manage networks of freelance authors and cartographers. Each guidebook requires coordinating research, manuscript delivery, fact-checking, and production across contributors who may never meet in person.

The team had experienced ownership changes, pandemic layoffs, and strategic pivots. Processes were inconsistent and siloed, and the US and international editorial groups lacked a unified operating model.

What I built

Deliberate organization design: I made the case for roles and reporting structures based on production needs and strategic priorities, then joined previously siloed print and digital work in shared processes and standards. As the scope expanded, I created capacity for app content and guidebook format development while keeping editorial quality and production accountability visible.

Budget accountability: I am accountable for the $4M books budget and co-own the $1M app and digital budget with another director. That structure requires explicit prioritization across backlist maintenance, new development, app work, and digital publishing; the two scopes have distinct ownership.

Managing through change: I focus on clear expectations, practical support, and transparent communication. The goal is to give teams the decision context and operating rhythms they need to deliver reliable work through it.

Growing roles around real strengths: I coached a team of five senior editors into manager roles. I look for work people are already drawn to, then help them build the systems, visibility, and organizational case around it. One commissioning editor built our contributor database, led organization-wide training, launched a veteran-writer mentorship program, and grew into a Managing Editor role responsible for contributor strategy and content standards. Another editor’s skill at untangling payment problems with Accounts Payable became a formal operational-lead responsibility for writer-payment processes.

Contributor network development: I have broadened the contributor pool with a focus on local expertise and representation, helping the team produce more credible, specific destination guidance.

Impact

• 9→13 direct reports in the core Destination Editor team (2022–2025)
• 20-person content organization today
• 230+ guidebooks and illustrated travel books annually supported through a distributed editorial operation
• $4M books-budget accountability plus co-ownership of the $1M app and digital budget
• Shared culture and workflows across previously siloed editorial groups
• Five senior editors coached into manager roles, with leadership responsibilities developed around demonstrated strengths
• A broader contributor network oriented toward local expertise and representation