The Challenge

When I took over creative production at Roku, we were hitting a wall. Engagement on our product videos was dropping, engineering teams felt the videos weren't doing justice to the hardware, and our production timelines were bottlenecked by waiting on physical product samples before we could even start shooting. On top of that, budgets were ballooning with little to show for it. The business needed better results, faster and for less money.

My Role & Strategy

As Head of Creative Production, I owned the full creative strategy and production pipeline for 10+ annual product launches, across retail partners like Target, Walmart, and Best Buy, and channels including YouTube, the Roku website, and in-store displays.

The strategic shift I made was to move the team away from traditional live-action shoots and into a 3D render and motion graphics workflow, an Apple-inspired approach that let us show technical product details like chipsets, ports, and interfaces in a way that felt premium and precise. This meant we could start production before the physical product existed, which fixed our timeline problem and gave the creative team a much more interesting challenge to solve.

Strategy centered on:

• Process Innovation: Replacing physical shoots with 3D renders and motion graphics to eliminate production bottlenecks and enable earlier creative development.

• Brand System Building: Developing a standardized visual language for all lifestyle imagery and product renders, applied globally across all account growth videos and OEM partner content.

• Team Development: Directing a multidisciplinary team of producers, editors, and motion artists, and building the workflows and asset-sharing systems that let the team operate consistently at scale.

The Results

• 30-50% increase in views and engagement across the company website and retail channels

• $100k+ in annual production cost savings

• 100% on-time delivery across 10+ product launches per year

• Engineering teams finally felt the videos respected the product, which mattered as much as the numbers