Editorial Operations on Microsoft 365

The challenge

The existing CRM supported sales and newsletter marketing, but it was not designed for editorial production. Planning and coordination were spread across partially connected tools and manual routines, while a cost-driven account change increased the pressure to establish a sustainable replacement without treating every CRM function as part of the same migration.

My role

Consulting lead and delivery coordinator responsible for discovery, stakeholder communication, process and data mapping, scope clarification, and coordination between business analysis and Power Platform development.

Delivery approach

1. 1Separated the editorial operating problem from the wider sales, customer-management, and newsletter platform scope.
2. 2Mapped the current editorial process, roles, tools, data needs, bottlenecks, and later development directions through stakeholder discovery.
3. 3Translated the findings into a phased delivery structure covering discovery, basic editorial functions, and later extensions.
4. 4Defined Microsoft 365, SharePoint, Planner, and Power Platform as the operating foundation where they fitted the process.
5. 5Coordinated communication between the client, the business-analysis role, and the Power Platform developer while keeping transition risks visible.
6. 6Prioritised a usable editorial foundation before adding broader automation or attempting a full CRM replacement.

Business value

• Clarified the real editorial scope instead of treating the work as a like-for-like CRM migration
• Created a shared view of roles, current tools, process gaps, and future development priorities
• Established a phased path from discovery through basic functions and editorial extensions
• Reduced the delivery risk associated with a premature big-bang replacement
• Created a maintainable Microsoft 365 foundation for continued operational improvement