Rachel Young
Fractional Chief of Staff for creative studios.
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Mastercard PRICELESS — Immersive Dining Experience at Spring Studios
Spring Studios · Experiential production, multi-venue build
PRICELESS was Mastercard's first immersive restaurant concept — three internationally renowned restaurants physically recreated inside Spring Studios New York, down to the tableware, the architecture, and the scent. My role spanned the full production and operations scope: physical space coordination, vendor management, materials sourcing, budget tracking, and the internal and client-facing communication that kept a very high-profile, very detail-sensitive project on track.
The standard here was faithful reproduction of environments that the client's cardholders would recognize. Close enough wasn't close enough. I worked alongside world-class creative directors and producers daily — and learned quickly what excellent looks like when the brief is that specific.
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Brooklyn Navy Yard — Tenant Recruitment Campaign
CO OP Brand Partners · Commercial real estate, brand strategy
Brooklyn Navy Yard was converting a million square feet of warehouse space and needed to recruit tenants who fit their mission — not just their budget. CO OP reframed the leasing strategy entirely, and I ran the operational side of that: coordinating the strategy development, managing the production of recruitment tools, and keeping a complex, values-driven client moving through a process that had no existing playbook.
This one required holding a lot of different conversations at once — with the client, with brokers, with creative, as well as long form production for activations that took place over the course of 24+ months. The rebrand of the full Brooklyn Navy Yard came out of this engagement.
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Œvra — Operational Build, Pre-Seed Stage
Chief of Staff · Neuroscience-backed creativity platform
Joined as Chief of Staff at pre-seed — meaning there was a founder, a vision, and not much else in terms of structure. Built the operational layer from scratch: organizational rhythms, accountability frameworks, launch readiness planning, and the connective tissue between strategic direction and day-to-day execution.
The work at this stage is less about managing existing systems and more about deciding which ones to build first. I made those calls, built them, and kept the founder focused on the work that only she could do.
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Spruce Peak — Brand Launch & Four-Season Activation
CO OP Brand Partners · Resort branding, multi-offering rollout
Spruce Peak was rebranding from Stowe Mountain Lodge into a unified four-season destination — lodge, real estate, members club, spa, retail, and F&B all needing to speak as one. My role was the operational infrastructure holding that together: coordinating across workstreams, managing the phased rollout, and making sure the "Our Spruce Peak" campaign activated correctly across every touchpoint.
The complexity wasn't the creative — it was the nuanced introduction to a beloved resort. Multiple sub-brands, multiple vendor relationships, a client with many stakeholders and a strong sense of what premium means.
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