/* data.jsx — content for the zine */ /* global window */ const CHAPTERS = [ /* ============== Chapter 1 ============== */ { id: "foundation", num: "I", folio: "PG 010", tag: "Craft", eyebrow: "2005 — 2010 · Washington, DC", dateline: "Chapter No. 01", titleOptions: [ "Born in Branding", "Cutting Room Floor", "Paste-Up Years", ], titleDefault: 0, subtitle: "Wearing many hats. Learning how the work actually gets built vs. what doesn't make it past the editor's blade.", company: "Greenfield Belser Ltd.", role: "Digital Project Manager & UX Designer", descriptor: "Brand Design & Marketing Firm", narrative: [ "My career did not begin in operations. It began in design, craft, and controlled chaos, at a small Washington branding firm where everyone wore many hats and figured it out as they went.", "I implemented the UX practice from the ground up. I built wireframes, style guides, functional specs, and Photoshop assets. I spent years translating interactive boundaries to former print designers learning a new medium, explaining feasibility to people who could spec a four-color press job in their sleep but were just discovering what a CMS could and couldn't do. Small teams teach you something large ones can't: that ambiguity is a starting point, not a blocker.", "Understanding branding early gave me something most operators never develop: a fluency in how organizations present themselves, what they stand for, and why consistency between identity and execution actually matters. That lens shows up every time I help a team design how they communicate, how they run, and how they're perceived internally and externally.", "What's left on the cutting room floor are the things I learned to leave behind: vague briefs, scope creep, revision purgatory, hero culture, working without a system. What survived to the final cut is the instinct for bridging worlds, a permanent appetite for figuring things out, and the cross-functional empathy that underpins everything I do today.", ], stats: [ { num: "5", unit: "yr", label: "from print to digital, the foundation years" }, { num: "1st", label: "to bring formal UX process to the dev team" }, { num: "CMS", label: "led the design and build of a custom CMS" }, ], quote: { text: "She singlehandedly brought organization to our development process — creating procedures to get account, creative, strategy, development, and client all on the same page.", who: "Shaun Quigley", role: "Founder, sQuigster Consulting · formerly Greenfield Belser Ltd.", }, marginalia: "the connective tissue", }, /* ============== Chapter 2 ============== */ { id: "scale", num: "II", folio: "PG 028", tag: "Craft Years", eyebrow: "2010 — 2017 · Washington, DC", dateline: "Chapter No. 02 · Program Management Expertise", titleOptions: [ "The Craft Years", "Connective Tissue", "Setting the Bones", ], titleDefault: 0, subtitle: "Seven years of agency life. The connective tissue across industries, technology, teams, and clients.", company: "AKQA", role: "Sr. PM → Program Director → Head of Program Management", descriptor: "Global Digital Transformation Agency", narrative: [ "AKQA is where my program management and operations craft was developed and refined. Seven years of navigating multiple industries, project types, technology stacks, and teams, being the connective tissue across all of it and across every client we served. Many brands, large and small. Get smart fast, drive impact through ambiguity. No two engagements the same, no cookie-cutter solutions applied, trusted frameworks adapted to the nuances of each program's needs.", "I led the gaming and entertainment portfolio across Warner Bros., Ubisoft, Activision, Bethesda, and others. I grew a 15-year AOR relationship with Delta Air Lines, building their first mobile program from zero into a long-running, award-winning engagement. That depth of expertise earned me a selection as global SME for AKQA's Mobile Centre of Excellence.", "After several years of successful program leadership, I was promoted to run the department and take responsibility for office profitability and delivery. I reset the bar for program management as a function, hiring, training, and formally running the company's mentorship program.", "Among the recognitions from this chapter: a nomination by AKQA as a rising star to WPP's X Factor program, a selective leadership seminar for senior women across the WPP network led by Charlotte Beers, former global CEO of Ogilvy and Mather. Through rigorous process improvement, workforce planning, and delivery discipline, the DC office became the most profitable in the global network.", ], stats: [ { num: "98", unit: "%", label: "project profitability · most profitable office in network" }, { num: "22", unit: "%", label: "improvement in resource utilization" }, { num: "15", unit: "yr", label: "AOR relationship built with Delta, still active" }, ], quote: { text: "She is a natural leader and mentor. Her knowledge of the industry made working with her mean so much more — I was constantly learning.", who: "Alexandra Blasser", role: "SVP, Executive Director, Golin · formerly AKQA", }, marginalia: "office most profitable in the network", }, /* ============== Chapter 3 ============== */ { id: "enterprise", num: "III", folio: "PG 046", tag: "Digital Transformation & Modernize", eyebrow: "2017 — 2019 · Washington, DC", dateline: "Chapter No. 03 · Going Client-Side", titleOptions: [ "The Yellow Border", "Thriving in Complexity", "Modernizing a Legacy Brand", ], titleDefault: 0, subtitle: "Enterprise digital PMO leadership at scale. Learning to thrive in complexity, navigate bureaucracy, and modernize a legacy brand.", company: "National Geographic Partners", role: "VP, Program Management & Operations", descriptor: "21CF · Legacy Brand", narrative: [ "The Yellow Border is where I learned enterprise leadership and operations at scale. There are few brands in the world that carry the weight and warmth that National Geographic does, where the care and craft put into every product, every story, and every pixel is genuinely palpable. It was an honor to be part of it.", "I was brought in to modernize a PMO that already existed, applying what I had learned from seven years of agency delivery and bringing that rigor and adaptability into an enterprise environment. I scaled the program management and business analysis function from 3 to 22, implemented vendor management, established budget governance and P&L discipline, and refined the delivery model for the product and technology teams, working closely with program leads and scrum masters to make it stick.", "My teams modernized the products and platforms supporting the brand while I built the operational infrastructure around them. That combination, disciplined delivery, financial governance, and a modernized PMO, positioned the organization well for what came next.", "In 2019, Disney acquired 21st Century Fox, and National Geographic and I came with it.", ], stats: [ { num: "3", suffix: " → 22", label: "program management team scaled" }, { num: "20", unit: "%", label: "OpEx efficiency improvement" }, { num: "100", unit: "+", label: "digital products and services under oversight" }, ], quote: { text: "One of the most impactful changes was shifting budget management from department heads to program managers, enabling accurate tracking and optimization. This was critical as we prepared for the next phase.", who: "Tracey Dorch, PMP CSM", role: "Senior IT Ops PM, Amazon · formerly NatGeo", }, marginalia: "the bones the org would need", }, /* ============== Chapter 4 ============== */ { id: "complexity", num: "IV", folio: "PG 068", tag: "Integrate", eyebrow: "2019 — 2020 · Washington, DC", dateline: "Chapter No. 04 · Post-Acquisition", titleOptions: [ "Integration", "Drawing the Map", "Portfolio excellence", ], titleDefault: 0, subtitle: "Earning executive trust. Integration lead, function builder, enterprise-scale complexity.", company: "The Walt Disney Company", role: "VP, Digital Program Management & Operations", descriptor: "Enterprise · Direct to Consumer International", narrative: [ "When Disney acquired 21st Century Fox, I became the integration lead for National Geographic's entire digital operation. I audited 200+ people, 100+ products, and 50+ systems and distilled it into a 150-page strategic guide that shaped how Disney's executive team understood what they had inherited and what to do with it. Products, people, vendors, and systems, mapped, sequenced, and made decision-ready.", "Once the integration was complete, I was selected to design and build a Business Relationship Management function across Disney's brands and subsidiaries from scratch. A net-new organizational capability that didn't exist before I built it, purpose-built to improve cross-brand portfolio management, fiscal responsibility, and alignment between business stakeholders and central product and technology teams.", "Two very different mandates. The same core skill: walking into ambiguity, making sense of it, and leaving something durable behind.", ], stats: [ { num: "150", unit: "p", label: "integration guide for executive leadership" }, { num: "200+", label: "products audited and teams mapped for integration" }, { num: "0", suffix: " → 1", label: "BRM function designed and built from zero" }, ], marginalia: "ambiguity is the job", }, /* ============== Chapter 5 ============== */ { id: "hypergrowth", num: "V", folio: "PG 092", tag: "Architect", eyebrow: "2021 — 2023 · Remote · 20+ countries", dateline: "Chapter No. 05 · The Architecture Era", titleOptions: [ "Ship Now! Ship Wow!", "Global Teams", "8x growth", ], titleDefault: 0, subtitle: "Scale the engineering org 8× while continuing to improve quality and speed.", company: "Mural", role: "Chief of Staff, Engineering · Sr. Director, Strategy & Operations", descriptor: "Collaboration SaaS Platform", series: "Series C · Scaleup", narrative: [ "Mural was baptism by fire. The company scaled 8x in 18 months, and I scaled with it — moving from Engineering Operations Lead into Chief of Staff to the SVP of Engineering, a role that expanded into Senior Director of Strategy and Operations as I designed and led the function underneath it. The organization never slowed down long enough to catch its breath. There were hard lessons. There were also remarkable wins. And the people who lived through it together formed a network that is still strong today.", "I built the R&D operations function from the ground up: OKRs, headcount planning, investment governance, software capitalization, vendor management, culture programming, and remote work strategy. All simultaneously. Across 20+ countries and roughly 600 people. I also designed and led 'Ship Now! Ship Wow!', a change management program built to sustain delivery quality and speed through the chaos of hypergrowth.", ], stats: [ { num: "8", unit: "×", label: "organizational growth in 18 months" }, { num: "20", unit: "%", label: "reduction in time-to-hire across 20+ countries" }, { num: "1", suffix: " → 5", label: "ops capability built from a team of one" }, ], quote: { text: "Anastasia is one of the most strategic and operationally minded individuals I have had the pleasure of working with. She is not afraid to ask the tough questions and push for clarity while bringing teams and leaders along.", who: "Emily Bianchi", role: "Product Operations, Mural", }, quoteB: { text: "She is highly competent at both the strategic and operational level. She navigates complex organizational and people challenges proactively, with a high degree of autonomy and accountability.", who: "Kirby Frügia", role: "SVP Engineering, Formerly Mural", }, marginalia: "Building the rocketship", }, /* ============== Chapter 6 ============== */ { id: "depth", num: "VI", folio: "PG 118", tag: "Recast", eyebrow: "2023 — 2024 · Remote", dateline: "Chapter No. 06 · Recasting the Function", titleOptions: [ "Net-new Function", "Reactive to Proactive", "From Zero, Again", ], titleDefault: 0, subtitle: "Recasting Product Operations on a strong foundation of data", company: "Huntress", role: "Director of Product Operations", descriptor: "Managed Cybersecurity Platform for SMBs", series: "Series C · Startup", narrative: [ "After Mural, I made a deliberate choice to get closer to the work and build again. Huntress was a high-growth cybersecurity startup where Product Operations existed but needed a complete rethink. I joined as Director of Product Operations and served as Chief of Staff to the CPO with a clear mandate: recast the function, shift it from reactive support to proactive enablement, and make data the foundation for every decision.", "I restructured the team, redesigned the operating cadences and key ceremonies, and built a net-new product analytics and reporting capability from zero and I launched software capitalization reporting in partnership with Finance.", "Smaller team, shorter chapter, outsized impact. Sometimes that is exactly the point.", ], stats: [ { num: "50", unit: "%", label: "improvement in software capitalization compliance" }, { num: "30", unit: "%", label: "increase in accurately captured engineering effort" }, { num: "NEW", label: "dual-track agile delivery model — designed, rolled out, trained on" }, ], quote: { text: "Her ability to balance business priorities and internal resources in a constantly evolving environment, while improving processes along the way, is a very rare talent. She can see the forest for the trees.", who: "Danyelle O'Rourke", role: "VP Finance, iSeatz · formerly Huntress", }, marginalia: "reactive → proactive", }, /* ============== Chapter 7 ============== */ { id: "independence", num: "VII", folio: "PG 142", tag: "Solo", eyebrow: "2024 — Present · Remote", dateline: "Chapter No. 07 · The LLC Years", titleOptions: [ "Trusted + Embedded", "Volume Two", "Working Solo (Sort Of)", ], titleDefault: 0, subtitle: "The fullest expression of everything that came before it.", company: "Anastasia Vastola LLC", role: "Independent Consultant & Operations Leader", narrative: [ "When you operate independently, clients bring you in because they trust your judgment, not your job title. That trust is everything. It shapes how I engage, how I work, and what I leave behind.", "At Instruqt, I embedded with the CTO, VP of Product, and VP of Engineering for 18 months, building Product and Engineering Ops from the ground up across a globally distributed team. When the CTO departed mid-engagement, I helped coach his direct report into the Head of Engineering role. That moment sits at the heart of what I believe good operations leadership actually is: not just building systems, but building people.", "At Monks, I stepped in as Program Director to lead the design and build of a campaign planning and workflow system for General Motors across all their brands. At a global agency, I advised on the architecture of a 4-year, multi-million dollar, multichannel program. Different contexts, same pattern: walk in, understand the real problem, build the thing that solves it.", "This is the fullest expression of everything that came before it. Let's have an impact!", ], stats: [ { num: "75", unit: "%", label: "increase in roadmap reliability · Instruqt" }, { num: "40", unit: "%", label: "increase in stakeholder confidence · Instruqt" }, { num: "1", suffix: " → 1", label: "coached successor into Head of Engineering" }, ], quote: { text: "She became one of those rare people who raises the bar everywhere she touches. She doesn't just implement — she explains the why, brings people along, and leaves teams more capable than she found them. She truly taught us how to fish.", who: "Sean Lauer", role: "VP Product & Marketing, formerly Instruqt", }, quoteB: { text: "The best Chief of Staff for engineering organizations I've ever worked with. Experienced, focused, and adaptive.", who: "Özgen Güngör", role: "CTO, formerly Instruqt", }, marginalia: "operator in residence", }, ]; /* ============================================================ Service offerings — restructured as 4 ROLES × 3 WAYS TO ENGAGE ============================================================ */ /* The four roles I play */ const ROLES = [ { id: "cos", slug: "chief-of-staff", num: "No. 01", title: "Chief of Staff", subtitle: "guide and support", pitch: "I become the thought partner, force multiplier, and operating arm that executives need to lead with clarity and actually execute. I close the gap between strategy and ground truth. Discretion, judgment, and follow-through guaranteed.", /* DRAFT COPY - review · problem-led selling copy for the "Let's partner!" home */ sell: { problems: [ { title: "Strategy that never lands", body: "Direction gets decided in the leadership room, then evaporates before it reaches the teams actually doing the work." }, { title: "You've outgrown your operating model", body: "You scaled faster than the systems that run your teams. The company moves on heroics, spreadsheets, and Slack threads." }, { title: "Decisions made in silos", body: "Leadership is “aligned” in theory, but calls get made in different rooms with different information — and nothing feels coordinated." }, ], value: "I become the operating arm behind the executive — the thought partner and force multiplier who turns intent into motion and keeps the leadership team rowing in one direction.", outcome: "A leadership team that decides once and executes everywhere — with the rhythm, clarity, and follow-through to operate a level up.", }, looksLike: [ "Building a culture of continuous improvement", "Architecting org structure and working models", "Establishing the rhythm of business", "Board & leadership prep, executive comms", ], youAreHereIf: "you are an executive trying to operate at the next level and the day-job is eating the strategy and impact.", painPoints: [ "Your CEO is context-switching constantly. Strategy gets talked about in meetings, but it never actually translates into what the teams are doing.", "You've scaled fast, but your operating model hasn't kept up. Everything feels like it's run by spreadsheets and Slack threads.", "Your product and engineering teams aren't talking to each other the way they need to. Integration happens by accident, not by design.", "Leadership alignment sounds good in theory, but decisions get made in different rooms by different people with different information. Nothing feels coordinated.", ], }, { id: "prodops", slug: "product-engineering-ops", num: "No. 02", title: "Product & Engineering Operations", subtitle: "build it, or rebuild it", pitch: "The function that lets your strongest teams operate at their highest level. Built from zero at Mural and Instruqt, rebuilt at NatGeo and Huntress.", /* DRAFT COPY - review · problem-led selling copy for the "Let's partner!" home */ sell: { problems: [ { title: "You're shipping blind", body: "Releases keep going out, but there's no real line of sight into how product is performing — or what's just taking up space." }, { title: "Velocity is bleeding out", body: "Dependencies quietly stall delivery. Teams sit blocked waiting on each other and no system catches it." }, { title: "Scale is about to break what works", body: "The team is firing today, but growth is coming — and you're worried it breaks the very thing that makes them good." }, ], value: "I build — or rebuild — the operating system that lets your strongest product and engineering teams do their best work: OKRs, planning, investment governance, and the connective tissue between them.", outcome: "Product and engineering that move faster with less friction — where quality and speed climb together instead of trading off.", }, looksLike: [ "Increasing speed and quality while scaling a team", "Building fiscal responsibility into department operations", "Establishing OKRs and an operating model", "Building high performing teams who thrive", ], youAreHereIf: "engineering or product is the engine — and the operating system around it hasn't caught up.", painPoints: [ "You don't know how product features are actually performing. You keep shipping, but you can't tell what's working and what's just taking up space.", "Dependencies are killing velocity. Teams are blocked waiting on each other and there's no system for managing it.", "Your team is thriving right now, but growth is ahead. You know something has to change operationally, and you're worried about losing what makes the team work.", "You ship things and hope they work. You don't have governance around releases, so every launch feels like it could go sideways.", ], }, { id: "pmo", slug: "pmo-delivery-leadership", num: "No. 03", title: "PMO & Delivery Leadership", subtitle: "build it or rebuild it", pitch: "A PMO that actually accelerates the business instead of policing it. I design lightweight, AI-supported governance, cadence, and structure that enable teams to ship with clarity, confidence, and collaboration.", /* DRAFT COPY - review · problem-led selling copy for the "Let's partner!" home */ sell: { problems: [ { title: "Delivery you can't predict", body: "GTM needs lead time, product won't commit to dates, and customers feel every bit of the whiplash." }, { title: "No single source of truth", body: "You can't see across programs — the data lives in five different tools and nobody trusts the numbers." }, { title: "The same fires, every quarter", body: "Continuous improvement is an aspiration, not a practice, so the same operational problems keep reigniting." }, ], value: "I design a PMO that accelerates the business instead of policing it — lightweight, AI-supported governance, cadence, and structure that teams actually want to use.", outcome: "Predictable delivery, a single trusted view of the portfolio, and the confidence to make tradeoffs in the open.", }, looksLike: [ "Stakeholder alignment, reporting, and rhythm", "Revamping a PMO that's lost the room", "Portfolio & resource modelling, delivery framework", "Vendor management, team scale-up & coaching", ], youAreHereIf: "delivery is unpredictable and you need enablement that adds speed, not friction.", painPoints: [ "Your GTM team needs six months lead time to execute, but product can't commit to dates. Everyone's frustrated and customers feel the whiplash.", "You can't see what's actually happening across programs. Data lives in five different tools and nobody trusts the numbers.", "You're solving the same operational problems every quarter because continuous improvement is a nice idea, not a practice.", "You have multiple programs competing for the same resources, but there's no transparent way to prioritize or make tradeoffs. Everything feels political.", ], }, { id: "program", slug: "program-director", num: "No. 04", title: "Program Director", subtitle: "embedded leadership", pitch: "I lead programs that are too complex, too cross-functional, or too high-stakes to run without senior ownership. I can pitch it, architect it, or run it end-to-end.", /* DRAFT COPY - review · problem-led selling copy for the "Let's partner!" home */ sell: { problems: [ { title: "A program that cannot fail", body: "It's too complex, too cross-functional, or too high-stakes to run without senior ownership in the seat." }, { title: "Scope that won't hold", body: "Requirements shift mid-flight and there's no clean way to push back or reset expectations." }, { title: "Fragmented across teams", body: "Five teams are involved, communication is scattered, and critical decisions keep getting remade." }, ], value: "I take end-to-end ownership of programs that are too big, too cross-functional, or too high-stakes to leave to chance — I can pitch it, architect it, or run it.", outcome: "A high-stakes program driven to outcome by a senior operator — with the risks surfaced early and every stakeholder brought along.", }, looksLike: [ "Architecting complex programs and operational set up", "Driving cross-functional transformation and change adoption", "Steering large-scale, complex programs", "Auditing, restructuring, and optimizing how your program is run", ], youAreHereIf: "you have a program that absolutely cannot fail, and you need a senior operator to drive it end to end.", painPoints: [ "Stakeholders keep changing what they need mid-program. You're managing scope creep without a clear process to push back or reset expectations.", "Your program has five different teams involved, but communication is fragmented. Critical updates get lost and decisions get remade.", "You're spending more time in status meetings and writing reports than actually solving the program's problems. There has to be a better way.", "You know the program is at risk, but you don't have a clean way to surface that to leadership without it feeling like panic or failure.", ], }, ]; /* The four ways we engage. Strategic Consulting leads off — it's the smallest commitment and the most common front door for new clients. */ const ENGAGEMENT_MODES = [ { n: "01", title: "Strategic Consulting", duration: "1 — 3 months", body: "Focused, fast, and actionable. I go deep on a specific operational challenge, diagnose what's actually broken, and deliver a prioritized roadmap your team can execute against without me holding their hand.", }, { n: "02", title: "Prod/Eng Ops Leadership", duration: "6 — 18+ months", body: "Fully embedded with your leadership team. I run the function day-to-day, build the operating system around it, and put in place the people, processes, and rhythms that keep it running long after I'm gone.", }, { n: "03", title: "PMO & Program Leadership", duration: "by program · or retainer", body: "I build PMOs and program operations from zero or restructure ones that aren't working. Modern, lightweight, and AI-supported where it matters. You get the governance, cadence, and structure your programs need without the overhead you don't.", }, { n: "04", title: "Coaching & Advising", duration: "hourly", body: "For executives and operators who want a focused thinking partner — a second opinion, a gut-check on a specific challenge, or a working session on a sticky problem. Book what you need, when you need it.", }, ]; const THROUGHLINES = [ { word: "Builder", body: "I enter ambiguity and create structure. Every role has involved building something that didn't exist before I arrived." }, { word: "Multiplier", body: "I make the people around me measurably more effective. Leaders, teams, and orgs are better on the other side." }, { word: "Architect", body: "I don't just fix problems. I design systems that prevent them from recurring." }, { word: "Mentor", body: "I invest in the people around me even when it isn't my job. That's been true since my very first role." }, { word: "Trusted", body: "I earn proximity to senior leaders and handle it with discretion, strong instincts, and genuine care." }, ]; Object.assign(window, { CHAPTERS, ROLES, ENGAGEMENT_MODES, THROUGHLINES });