About Mirian Gil
Born in El Salvador, sharpened in Santiago de Chile, fine tuned in Hamburg. I care about two things at once: work that makes people feel something, and systems that make that work repeatable. Most people pick one. I've found the second is how you protect the first.
I lead creative the way good architecture works: structure enables freedom.
Today I'm Senior Creative Strategist and Team Lead at YOYABA, a B2B SaaS growth agency in Hamburg. I joined as a motion designer in 2021 and built the creative department from there: the roles, the process, the review rituals and the AI workflows. Clients include Personio, AG1, Taxfix and Urban Sports Club.
Next, I want to lead creative at company level, as Creative Director, Head of Brand or Head of Production, somewhere creative is treated as a growth engine and not a service desk.
i. Work timeline
From designer to the person who designs how the design gets made.
Joined as Motion Graphic Designer, Team Lead of the Creative Department since 2022. Built the department, its process maps and AI enabled production. Creative strategy and production for Personio, AG1, Taxfix, Urban Sports Club and more.
Motion and brand assets for a Hamburg investment app. Fast turnaround, German market aesthetics, first reusable motion systems.
Art direction for e-commerce clients, built for conversion, not just aesthetics. Where I learned to read performance data like a brief.
Brand and campaign creative across agency clients, under senior creative leadership.
Digital and print design for a digital agency client base. Production fluency, brand discipline.
My first European chapter, and the start of a long relationship with German and Brötchen.
ii. How I operate
The job of a creative lead, broken into the five things I'm accountable for. Hover or tap to open each one.
Positioning, campaign architecture and messaging that turn business goals into ideas people respond to. Not just what to make, but why it matters and how it performs.
Building and leading creative teams across disciplines: briefing, feedback, hiring and culture. Teams do their best work with clear strategy, ownership of craft and systems that protect both.
AI as infrastructure, not novelty: prompt systems per client, tool selection, quality gates and team training. Plus knowledge systems that let a team remember what it learned.
End to end: strategy, scripting, direction, editing, delivery. Modular systems that produce 40+ assets per campaign across DACH without scaling headcount at the same rate.
The infrastructure that makes creative teams fast, consistent and scalable: workflow design, creative ops, brand governance, and the connection between strategy and output.
iii. How I grow a team
The model I use to plan development, for myself and for every person on my team. Craft on top, impact below. Me on the left, us on the right.
Keep the craft sharp. I still storyboard, write scripts and edit, so my feedback comes from the timeline, not the sidelines.
Briefs, review rituals, naming conventions, quality gates. The unglamorous stuff that makes great work repeatable.
Every asset has a job. I tie creative to a metric before it's made, not after it's launched.
Creative as a revenue driver, not a cost centre. Video mastery as a strategic initiative, and AI workflows that compound.