Leading Quality at Scale

When I joined Kidadl, I began as an Editor & Fact-checker, responsible for researching, editing and verifying content across a wide range of subjects.

Within six months, I was promoted to Content Team Coordinator based on performance, taking on broader responsibility for editorial operations, quality assurance and team coordination.

Over time, my work expanded far beyond editing. I became responsible for helping teams work more effectively, developing editorial processes, mentoring colleagues and supporting operational improvements across the organisation.

Looking back, this role laid many of the foundations for how I approach leadership today.

Kidadl was producing a significant volume of digital content while working with a globally distributed editorial team.

Maintaining consistently high quality across that scale required more than careful editing.

• Repeatable systems.
• Clear standards.
• Strong communication.
• Thoughtful onboarding.
• Continuous feedback.

As the organisation grew, operational consistency became just as important as editorial accuracy.

As Content Team Coordinator, my responsibilities included:

• Coordinating editorial operations across a distributed team.
• Supporting recruitment and onboarding.
• Training editors and fact-checkers.
• Managing editorial quality assurance.
• Reviewing complex content before publication.
• Developing internal guidance and documentation.
• Helping improve editorial workflows.
• Supporting cross-functional initiatives whenever additional capacity was needed.

Although my formal role sat within editorial, I regularly collaborated with other teams wherever my skills could add value.

One of the aspects of this role I enjoyed most was improving how work happened.

Rather than treating quality as something achieved through additional reviews, I focused on strengthening the systems that produced quality in the first place.

This included:

• refining editorial workflows
• improving documentation
• strengthening onboarding processes
• mentoring colleagues
• identifying recurring issues
• recommending process improvements
• helping create clearer quality expectations

Over time, I realised that effective leadership often means designing environments where people can consistently succeed rather than relying on individual effort alone.

A significant part of the role involved supporting other editors as they developed their skills.

That meant answering questions, reviewing work, providing constructive feedback and helping colleagues build confidence over time.

I enjoyed coaching because it required balancing high standards with empathy.

The objective wasn't simply to identify mistakes. It was to help people improve.

That philosophy continues to influence how I approach leadership and stakeholder relationships today.

One particularly interesting opportunity came during the early emergence of large language models.

Before AI became widely integrated into everyday workflows, I worked on training an LLM to follow an extensive editorial style guide with a high degree of consistency.

The project wasn't about replacing editorial judgement. It was about understanding where AI could enhance productivity while recognising the continued importance of human expertise, critical thinking and quality assurance.

That early exposure has shaped the practical, balanced way I continue to use AI today.

One theme that continued throughout my time at Kidadl was a willingness to contribute wherever support was needed.

Alongside my core responsibilities, I frequently worked across functions, helping improve documentation, supporting operational initiatives and collaborating with teams beyond editorial whenever additional capacity or expertise was required.

I found that many of the skills developed through editing—clarity, organisation, attention to detail and communication—proved valuable in a much wider range of organisational challenges.

During my time at Kidadl, I contributed to:

• Promotion from Editor to Content Team Coordinator within six months.
• Coordinating and supporting a globally distributed editorial team.
• Improving editorial consistency through stronger systems and documentation.
• Training and mentoring editors and fact-checkers.
• Supporting operational improvements beyond my formal responsibilities.
• Exploring early practical applications of AI within editorial workflows.

Perhaps the most valuable outcome, however, was learning how good systems enable good people to produce consistently excellent work.

Kidadl fundamentally changed my understanding of leadership.

I learned that leadership is rarely about having all the answers.

• Creating clarity.
• Removing obstacles.
• Helping people succeed.
• Building trust.
• Improving systems.
• Supporting continuous learning.

Those lessons continue to shape how I approach every role I've held since, even though the industries and responsibilities have evolved.