Building a Digital Newsroom Inside One of the World’s Largest Banks
Strategic Impact at a Glance
SCALE: Led digital communications strategy and development for the U.S. consumer bank (Chase) and broader JPMorgan Chase initiatives.
LEADERSHIP: Built and led a multidisciplinary internal newsroom of editors, writers, designers, and external agencies.
MEDIA ECOSYSTEM: Directed media partnerships with Vox, Business Insider, and The Players’ Tribune.
Innovation: Founded the JPMorgan Chase Content Summit to bridge the gap between legacy financial services and modern communications.
The Context
At JPMorgan Chase, I helped design and build one of the firm’s first modern digital communications capabilities — a newsroom operating model that enabled the bank to communicate with clarity, consistency, and scale.
Sitting between Communications and Marketing, and working across Legal, Compliance, and multiple business units, we built the systems, standards, and relationships that allowed a legacy financial institution to operate like a modern publisher—ultimately reaching more than 50 million people across owned and external channels.
Our team’s work illustrates how that capability was applied across business units and audiences—from consumers and small-business owners, to athletes, entrepreneurs, and internal stakeholders. As a center of excellence, our team primarily supported the Chase brand and its diverse businesses, and frequently intersected with broader JPMorgan Chase initiatives.
There were two core strategic goals:
Help JPMorgan Chase explain its businesses, research, and leadership perspectives to the world.
Build a modern digital communications capability that extends beyond traditional public relations, marketing, or advertising.
We translated complex financial and economic topics into clear, useful storytelling for both broad and highly specific audiences. The work ranged from financial literacy content and small-business narratives to executive communications, technology spotlights, and travel features — often organized into series, campaigns, and franchises reflecting how modern publishers deliver information.
The underlying belief was simple:
Every organization is, in some sense, a publisher.
Sophisticated audiences will accept content from almost any source — so long as it’s accurate, credible, useful, and not overtly promotional. We were empowered to design digital communications that could compete with the best media companies, still feeling authentic coming from one of the world’s largest banks.
