This summer, I worked with Firelight Media on a four-part docuseries that was in the pre-production stage of development. The series is scheduled to premiere in the summer of 2026 and the team was seeking comprehensive production, development assistance, and guidance. I worked closely with the lead producer and director on the project helping to develop not only the long-term production plans for the upcoming shoots, but also crafting a customized marketing and distribution strategy for the series. I conducted a competitive analysis and market research. From there, I created a four-pronged, multiplatform marketing strategy that could help increase audience engagement across digital, linear, and streaming platforms utilizing social media and live experiential activations. The company aimed to improve its metrics among younger viewers. My strategic plan included activation concepts to capture this audience leading up to and well beyond the broadcast lifespan of the series. I worked with the lead producer to identify marketing and long-term distribution opportunities to grow the audience and viewership for the series and the company. My work helped further the company’s expressed mission of supporting the creation, distribution, and impact of documentary media by and about communities of color by providing filmmakers mentorship, funding, and creative development.

Through my courses at Columbia Business School (CBS), I’ve studied Entertainment Marketing, Deal-Making, Organizational Management, Digital Marketing, and Entrepreneurial Strategy. The frameworks I’ve learned in these classes and internships equipped me with the skills to build out a competitive analysis and design a go-to-market strategy. My ability to research and analyze trends in the market helped me make informed judgments that will set the docuseries apart in the market after launching at a strategic time.

Working on a non-fiction docuseries challenged me in a new way. The distribution channel, public broadcasting, was already established, and revenue growth was not the initial target. I was challenged to improve the reach and scale of the series using new and creative methods.The frameworks and research-driven processes I’ve developed through work and school have been critically important tools in developing a comprehensive marketing and branding plan for the docuseries. I was able to marry my background in television news and media with strategy skills to be a unique value add to the team.

I have been accustomed to building marketing and audience growth strategies in television and film. The non-fiction, public broadcasting space had a different model. I was challenged to adapt marketing strategies from the film and television series perspective to the docuseries perspective where a public broadcasting distribution model was already in place. I had to revise some of my initial strategic plans to address growth goals that more closely aligned with the already established distribution structure. I learned that in the existing public broadcasting model, value was measured through impact and outreach verticals as opposed to the more revenue-generating, subscriber-based models I was accustomed to. I realigned my strategy to identify growth opportunities in that context. At the same time, I incorporated tried and true marketing strategies to build awareness before and long after the series premieres.

I have three takeaways from my summer experience: be observant, ask questions, and identify avenues to bring lasting value. In a short internship experience, it can be easy to fall into the routine of doing quick tasks to get the job done for the team. Most teams truly need that help to get deliverables across the finish line for a project. At the same time, it is equally important to focus on long-term, measurable goals. I sought to learn new concepts and contribute in a unique way. The skills I’ve learned in my MBA experience enabled me to see broader strategic needs to grow projects into the future and elevate them to the next level.

My goal coming into my internship was to identify the needs and create a strategic framework for growth and long-range impact in media. In working on the docuseries, I aimed to create a strategic plan that would boost viewership and audience engagement across platforms and extend the life of the series. I also modeled my framework to be applicable to future projects. I learned to ask for those opportunities, to collaborate with the leaders and stakeholders who were already building the project, and to be confident in my plan — which was rooted in data and the latest industry trends and standards. Ultimately, I was able to learn and also contribute to short and long-term goals at the company.