Working across BBC Worldwide's push into digital, spanning platform launches, consumer content and commercial licensing, eight fronts running at once under one parent brand.

On the platform side: the launch of BBC Worldwide's YouTube, iTunes and MySpace channels, three services running on entirely different logic, video-first, on demand, and social and profile-led, within months of each other. On the content side: PR support across BBC.com, TopGear.com, BBCGoodFood.com and LoveEarth.com, four sites built for four different audiences under the same name. And on the commercial side: BBC Motion Gallery, licensing archive and contemporary footage to production companies and broadcasters, an audience with nothing in common with any of the consumer-facing work.

None of it came with a template. Social media marketing wasn't yet a formalised discipline, and none of the platforms had settled what a broadcaster's presence on them should actually look like. The job across all eight was the same one, repeated with a different answer each time: work out what that specific audience actually wanted, rather than assume what worked on one platform would carry to the next.

Eight platforms, eight audiences, time to learn that a shared parent brand guarantees nothing about how each of them behaves.