Nick Felder

Nick Felder

Global Group Director - Film, Video + Music Production at The Coca-Cola Company
Atlanta, United States

About me

The future of creative development is increasingly data-driven, platform dependent, and medium-agnostic. Creative units are increasingly modular and customizable. The systems enabling them all require deep data standards and water-tight business processes to be effective. And all these requirements need to be anticipated up front, before Production even begins, for the entire ecosystem to work as required. The reason is simple: Once content is made, it has to be managed. How well it is managed will determine the media that can display it. And that display media increasingly throw off data that informs the original content so it can iterate and become better. That's the modern media reality; and the resulting complexity increases every year. The only way to truly exploit that complexity for the content owner, is a broad, OPERATIONALLY STRATEGIC approach to the making and management of ALL the content it creates, regardless of discipline, including Production Management, Asset Management, Business Affairs, and Creative Operations, including the enabling technologies, as a single, co-dependent, ecosystem. This is what I can do – and have done – on a truly global scale, for any company truly interested in digitally transforming their marketing and production practices.


Global Group Director of Film, Video + Music Production
The Coca-Cola Company
United States
June 2006 - Present (18 years)
• GLOBAL ADVERTISING & MARKETING CONTENT PRODUCTION: Lead the production pipeline for global and multi-national "charter" projects including new campaigns for global brands (top 15), priority emerging brands, licensed properties and assets (World Cup, Olympics, etc) and others, working with international agencies from around the world to provide strategic and executional guidance, from earliest tissue sessions through final produced content.

• ENTERPRISE LEVEL DIGITAL ASSET MANAGEMENT: Designed, lead and implemented Coca-Cola’s first enterprise-wide Digital Asset Management (DAM) solution; evolved that capability to ultimately support all media, and all brands, across all markets (207), with with rights management capabilities on a single, modular platform.

• GLOBAL RIGHTS MANAGEMENT: Established an independent, centralized resource capable of negotiating, purchasing and paying rights-holders anywhere in the world, allowing usage rights to be extended in any medium, allowing Coca-Cola's DAM platform to be functionally transactional, saving the Company tens of millions annually.

• GLOBAL STANDARDS & PRACTICES: Created and codified global production Standards and Practices, governing the creation of any content, according to Coca-Cola policy by any of the 6,000 agencies and creative service providers retained globally, along with the revisions to internal business processes required to implement and support them.

• STRATEGIC LEADERSHIP: Harmonize the Company's disparate and decentralized production processes to control costs, modernize business practices, gain efficiency and scale, and operate as a networked community of subject matter experts. Provide strategic leadership and executional direction, for regional productions in local markets, vetting production proposals and identifying top creative talent to deliver executional excellence and operational efficiencies (budgets/ timing/ outputs) within each production.
Senior Executive Producer
Felder Media Ventures
United States
2004 - 2006 (2 years)
US and Europe
• CONSULTING + PRODUCTION MANAGEMENT: Various capacities for various creative agencies including: Mother NY, 180 Amsterdam, Taxi, David & Goliath, BBDO, Kirshenbaum + Bond, McGarry/Bowen, and others.
EVP, Director of Broadcast Production
New York, United States
2002 - 2004 (2 years)
• DEPARTMENT HEAD: Management of Broadcast Production Department, leading a staff of 52, including Producers, Business Managers, Traffic, Talent Payment, Licensing, Broadcast Clearance, A/V Services, and all in-house editorial studio services.

• RE-ORGANIZATION: Conducted complete re-organization of existing departmental structure, reducing staff, realigning salary allocations and titles, and redistributing responsibilities to allow for greater accountability and increased effectiveness.

• PRODUCTION PIPELINE MANAGEMENT: Supervised all active productions. Worked closely with creative teams and producers to develop concise creative treatments & POV’s prior to initiating the bidding process. Reported directly to Chairman and Chief Creative Officer.

• STUDIO MANAGEMENT: Oversaw internal studios and maintained gross profit of in-house, editorial studios despite persistent and cumulative account losses.
President, Founder
Alt Spec
United States
2000 - 2002 (2 years)
• BUSINESS DEVELOPMENT: Founded and ran company that published a multi-volume set of premium product sourcebooks for professional designers and architects throughout North America. Alt Spec was positioned as the premium business-to-business vehicle in its category, and was widely regarded to have achieved that goal.

• P&L MANAGEMENT: Responsible for day-to-day operations including budgets, billing, and management of staff of 14. Secured funding of $4.7 million. Pitched concept personally and made full presentations to all potential investors. Wrote and developed all business plans, 5-year financial projections, and supporting documentation.

• AD SALES: Produced first-year advertising revenue of $1.2 million, prior to the existence of a tangible product, due largely to the strength of targeted marketing materials and the development of highly competitive sales propositions.

• PRODUCT DEVELOPMENT: Created, wrote, and directed the design of all marketing materials including several media kits, display advertising, direct mail, training manuals and promotional items. Won two design awards with first edition. Responsible for development of the Alt Spec directory, data-base search engine, and web site, including concept, editorial content, navigational design, data capture and implementation.
Executive Producer
Cliff Freeman & Partners New York
United States
1996 - 2000 (4 years)
• PRODUCTION MANAGEMENT: Shared joint responsibility with creative team for the net creative outcome of each production. Recognized for consistent ability to deliver productions with restricted budgets and unrealistic schedules, often exceeding expectations, delivering production values disproportionate to the resources available.

• BUSINESS AFFAIRS: Directly and solely responsible for completing all campaign and single-spot commercial productions on time and on budget; negotiated all production contracts, talent payments, and other agreements.
Senior Producer
New York, United States
1995 - 1996 (1 year)
• PRODUCTION MANAGEMENT: Produced largest campaign for client AOL with an $8.6 million budget covering a 14-day shooting schedule and nearly $5 million in additional licensing.
New York, United States
1993 - 1995 (2 years)
• PRODUCTION MANAGEMENT: Producer of campaigns and single spots for clients Gallo, Pontiac, British Knights, Tanqueray, and others.

• STUDIO DEVELOPMENT: Proposed and implemented Deutsch’s first in-house editorial facility as a new agency profit center. Directly responsible for recruitment of editorial staff, equipment acquisition, and agreements with outside vendors.
Associate Producer
New York, United States
1992 - 1993 (1 year)
• PRODUCTION MANAGEMENT: Clients included L'oreal, USAir, The Coca-Cola Company, and American Home Products, as well as numerous spec campaigns and a wide array of creative development for the agency’s flagship account, The Coca-Cola Company.
Los Angeles, United States


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