Rebuilding Vanta's Webinar Program from the Inside Out

When I joined Vanta as their Webinar Lead, I walked into a program in the middle of a transition. My predecessor was moving into a more traditional demand generation role and became my primary onboarding partner. Shortly after starting, I learned my manager would be heading out on maternity leave, so alongside everything else I was navigating, I was largely operating without a direct manager for a significant stretch of my ramp.

What I inherited had real potential but not the infrastructure to match. A project brief existed, but its pieces were scattered across different locations rather than consolidated in one place. Asana was technically being used, just not effectively, having been a relatively new tool to be onboarded at the company. Topics were repetitive and there wasn't much creative energy going into programming. Requests regularly came in last-minute with no lead time standards in place. And a separate product update webinar series was quietly struggling, with audience retention declining and the team running it up against growing bandwidth constraints.

What I Built

I started with the foundation. I pulled together all the scattered project brief elements and built them into a real single source of truth adding target audience definitions, KPIs, communication strategy, full content specs (not just slides, but creative assets too), key dates, reporting standards, and a section for feedback and learnings after each webinar.

In Asana, I rebuilt the project from the ground up. I added custom fields for documents, creative assets, and categorization, linked across relevant projects, used Asana's AI features to stay on top of a high volume of work running at the same time, and created a form submission intake so other teams could request webinars through a structured process instead of just pinging me. I also set up dedicated Slack channels for each project and centralized communication hubs to cut down on scattered one-off conversations and keep information from falling through the cracks. On top of that, I built a backtrack calculator to help understand lead times and a data-backed way to push back when requests came in too late.

The production quality got a significant upgrade too. I used Zoom Sessions and Zoom Events to create fully branded experiences that felt polished and intentional. The feedback from attendees reflected that shift. Some of them assumed sessions were pre-recorded because everything ran so smoothly.

The biggest creative pivot I drove was with Vanta's product launch programming. The monthly product update webinars had been losing audience retention and had become a real time burden on the team producing them. I repositioned the format entirely, from a checklist-style update into an actual moment worth showing up for. I brought in a thought leadership layer that made it relevant not just for existing customers but for prospects too. I partnered closely with PMM to execute the vision. We exceeded our goals the first time we ran it, and the model became the new standard for how Vanta brought products to market through virtual events.

On the operational side I owned a wide range of responsibilities that kept everything running. I worked with ops to integrate Zoom Events and Sessions into HubSpot, which eliminated a lot of the manual work that had previously slowed the team down. I built the email campaigns, collaborated with email ops to develop audience lists, and established a weekly sync rhythm to work within their sending schedules efficiently. I managed all webinar content on the website, keeping listings current and accurate. I created sales enablement docs with follow-up communications and supporting context that the sales team could actually use. I handled reporting and maintained a running spreadsheet to track performance over time. And I built a custom Salesforce dashboard from scratch to give the team real visibility into webinar performance before and after each event, something that didn't exist at all before I got there.

The Results

Over my tenure the program scaled from an average of 2 to 3 webinars per month up to 6.25 per month, with just over 75 webinars produced in total including international programming. The product launch redesign exceeded its goals on the first run and set a new internal benchmark. Since my departure internal webinar production has returned to roughly 3.5 per month, which may reflect both a shift toward third-party webinar partnerships that were beginning to ramp up during my time there, as well as the operational capacity I was bringing to the program.