Hello! My name is Lauren Noble. I’ve been going to SakuraCon since 2007… I moved to the Puget Sound area from the east coast in 2006 and volunteered for my first convention in 2008. This year, I’m nominated for Director of Programming, and if elected, would be greatly honored. My SakuraCon volunteer history is as follows:
2009 – 2011: Operations Office Staff
2012 – 2015: Media Programming Assistant Manager
2016 – 2018: Media Programming Manager
Professionally, I’ve worked as a Production Support Engineer for almost 12 years and functioned as a Peer Council representative, Recognition and Morale focal, and 5S Lean focal.
My ideal vision for Programming Directorship:
Less “messenger for the board”: I want to operate as the director of Programming rather than a “director who speaks to Programming”. In order do that, one needs to work with managers to approach situations with readily identifiable options.
Interdepartment ideas workshopped with everyone’s input. When things require coordination between departments, I want to have all necessary parties tied in. I’m going to aim to avoid a situation where any one area is locked out. Even if it’s a simple cc on an email, don’t want Day/Week of Con surprises. And when those do happen, I want to work with managers and coordinators to solve/eliminate those issues.
Presence. Programming is not as spread out over the convention center as it had been, but presence was more rumored than felt. Actual face-time speaks loads. From years functioning as a peer council focal, I noticed there were times at con when I felt a simple in-room presence or knowledge of adjacence was needed.
Experience. This was my seventh year concurrently with programming. I now have an existing rapport with the most of the managers and most coordinators. I know how most of the panels, contests, and main events function and operate. I’ve encountered critical decisions and situations the week of and during Con and know how to handle them.
Departmental confidence. Managers, and by proxy, coordinators… I will let them do their job. I learned a lot shadowing/working with various directors over the years. One thing I know that doesn’t work is micromanaging. When you have a fully capable staff, letting managers operate to their fullest is more motivational than going around them. Going directly to coordinators repeatedly to the point where anyone, as a manager, is left out is insulting and demoralizing. There are few, if any, situations where I would feel the need to interject directly and those would be reminders/decisions adherent to general convention overhead guidelines. And even then, I hope to do so with full cooperation and understanding of the manager.