Integrated Campaign Operations
Uber Eats integrated campaign operations
Campaign operations and delivery tracking for integrated Uber Eats work, run across Japan and Australia teams.
- Client
- Uber Eats
- Year
- 2025–
- Category
- Integrated Campaign Operations
- Role
- Project Manager / Creative Operations
- Cross-functional stakeholders
- 20+Cross-functional stakeholders
- Cross-office delivery
- Japan + AustraliaCross-office delivery
- Project duration
- 5–7 moProject duration
- Campaign budget
- USD 2M+Campaign budget
- Concurrent workstreams
- MultipleConcurrent workstreams
- Bilingual delivery environment
- EN / JABilingual delivery environment
Project-scope indicators, not personal achievement claims.
Overview
Integrated Uber Eats campaign work delivered under the same cross-office operating model as the Uber Taxi programme. My role covered schedule ownership, resource coordination, production tracking and stakeholder communication across the delivery cycle.
Context
Uber Eats work ran alongside other live campaigns rather than in isolation, sharing creative and production resource with concurrent projects. Coordination therefore had to account for what else was in flight, not only what this campaign needed.
Challenge
Concurrent campaigns drawing on the same people meant a change in one project moved capacity in another. Keeping delivery predictable required tracking dependencies across projects, not just within this one.
Scope
Scope
- Campaign schedule across creative, production and localization
- Resource coordination against other concurrent campaign work
- Cross-office alignment between Japan and Australia teams
- Production tracking and delivery readiness
- Status reporting and stakeholder communication
- Budget visibility against plan
- Change request handling and downstream impact assessment
Team
Team
- 20+ people across Japan and Australia
Stakeholders
Creative, integrated production, account management, media, finance, external partners and client-side stakeholders.
Role and ownership
What the organization delivered
The agency delivered integrated Uber Eats campaign work for the Japanese market across creative, production and localization.
What I personally owned
- Owned the campaign schedule and its dependencies on concurrent work
- Coordinated shared creative and production resource across live projects
- Tracked production status and delivery readiness through to handoff
- Assessed and communicated the downstream impact of change requests
- Maintained budget visibility and flagged variance against plan
- Ran bilingual status communication across Japan and Australia stakeholders
What resulted
- Helped teams execute integrated Uber Taxi and Uber Eats campaigns over 5–7 month delivery cycles
- Supported campaign operations across budgets exceeding USD 2 million
- Made creative timelines more manageable by clarifying ownership, dependencies, approvals and escalation points
- Maintained visibility, ownership and delivery control across multiple concurrent workstreams
Operating model
Cross-project resource view
Capacity was read across all live campaigns at once, so a change here was visible as a change everywhere.
Change with stated impact
Change requests carried an explicit downstream cost in dates and resource before they were accepted.
Readiness over status
Reporting tracked whether a deliverable was ready to move, not only what percentage was done.
Shared escalation path
One escalation route across both offices rather than separate local chains.
Tools and systems
- Asana
- Google Workspace
- Slack
- Spreadsheet-based resource and budget tracking
- Shared review and approval workflows
Risks and constraints
Risks and constraints
- Shared resource contention with concurrent campaigns
- Change requests arriving after production dates were locked
- Cross-office approval latency
- Localization dependencies affecting delivery dates
- Partner and vendor availability during peak periods
Key decisions
- 01
Price every change in dates
No change request moved forward without its schedule and resource impact stated, so trade-offs were made deliberately rather than absorbed.
- 02
Read capacity across projects
Resource was planned at portfolio level rather than per campaign, because the same people served several campaigns at once.
- 03
Report readiness, not percentage
Status reporting answered whether the next step could start, which is the question leadership actually needed answered.
Deliverables
Deliverables
- Campaign delivery schedule
- Cross-project resource view
- Change request log with impact assessment
- Production tracker
- Weekly status reporting
- Budget status view against plan
What changed
Concurrent campaigns stopped being planned as if each had the team to itself. Resource conflicts surfaced while they were still solvable rather than at the point of delivery.
Lessons learned
- In a shared-resource environment, a project plan that ignores neighbouring projects is fiction.
- Change is manageable when its cost is stated; it becomes damage when it is absorbed silently.
- Leadership needs readiness, not completion percentage.
Next case study
Creative resource and workflow operations