Managing 49 cameras across four locations: Kings Hammer Soccer Club's systematic approach

Octavia Saunders, the club's National Director of Data and Analytics, has built the operational framework that makes the strategic investment work at scale. Her approach offers practical lessons for any club looking to expand beyond small-scale video implementation into comprehensive, multi-location programs.

This is how Kings Hammer transformed scattered equipment into an integrated development system, and what other clubs can learn from their systematic approach to scaling video technology.

Starting with the foundation‍

"My first responsibility when I came in was to audit where we were at with cameras and how many we had," Saunders says. "What was our actual need moving forward?"

This systematic approach reveals the first principle of successful scaling: understand what you have before determining what you need. Saunders created a comprehensive tracking sheet that maps every Veo Cam to its location, program level, and current condition. When a camera in Nashville broke recently, she could immediately identify the specific unit, coordinate its return, and arrange a replacement – all from her Cincinnati office.

The audit process uncovered opportunities to maximize existing resources by redistributing equipment strategically. Rather than purchasing entirely new cameras, the club allocated their newest 11 cameras to Cincinnati's expanded program while moving older units to academy-level teams. This cascading approach means every level benefits from video analysis, even when budget constraints prevent uniform distribution of the latest equipment.

The tracking system becomes essential as scaling increases. Saunders maintains detailed records of which cameras belong to which programs, creating accountability that prevents a common problem of equipment disappearing into organizational black holes. "If the camera goes missing, then we know exactly which camera, what location, what program it's in," she says.

Centralized control, distributed impact‍

The decision to create a dedicated position for video technology management represents a fundamental shift in how clubs approach scaling. Rather than asking busy coaches to manage equipment alongside their primary responsibilities, Kings Hammer invested in specialized expertise by making Saunders responsible for all 49 cameras across their four locations.

"Now there's a streamline. If anything goes wrong, I'm the point person to make sure that it is fixed," Saunders explains. This centralized approach removes administrative burden from local directors while ensuring consistent standards across all locations.

The impact extends beyond equipment management. With centralized oversight, Saunders can monitor which games are being recorded across all locations. "I have control of the whole hub. I know which games are being filmed," she explains. This visibility creates accountability that transforms organizational culture around video usage.

Coaches no longer worry about camera logistics. Instead, they focus on what they do best: coaching and program development. "They should be focusing on their day-to-day roles of coaching and their program, then I can take concerns of camera logistics off of them and help them navigate that even from afar," Saunders notes.

The centralized model also enables rapid problem-solving across geographic distances. When issues arise at remote locations, having one expert who understands the entire system can resolve problems faster than relying on local troubleshooting.

Building an educational ecosystem

Kings Hammer's approach extends far beyond camera distribution. The club is developing a comprehensive educational platform that transforms video technology from a recording tool into a development system.

"We are building out an educational platform so that any new coaches coming in can just click on the video that we're going to make of how to use," Saunders explains. The platform includes three core components: technical training on camera operation, best practices for video analysis, and strategic guidance on scouting opponents.

The individual development plan (IDP) process exemplifies this systematic approach. Elite-level coaches must meet with each player one-on-one at least twice per season, using video clips as evidence to support development conversations. "You're not just saying, 'Hey, this needs to improve. This is great.' You're saying, 'Look, these are clips. These are evidence of areas that you need to improve on,'" Saunders says.

Team-level analysis follows structured protocols focusing on the four moments of soccer: attacking, defending, transition to attack, and transition to defend. Elite coaches must conduct monthly video sessions with their teams, building clips that illustrate tactical concepts and individual performances.

The educational platform extends beyond player development. Saunders plans to record training sessions led by club directors, creating a library of coaching examples that demonstrate organizational standards and expectations. Guest speakers covering sports performance and psychology will also be recorded, building a comprehensive resource for coach development.

This systematic approach addresses a common challenge in scaling video programs: ensuring consistent, meaningful usage rather than simply accumulating footage. By establishing clear protocols and providing ongoing education, Kings Hammer transforms cameras from expensive equipment into integral development tools.

Systems that scale across locations

Managing 49 cameras across four locations requires sophisticated coordination. Kings Hammer's success stems from systems that account for the realities of multi-site operations while maintaining centralized accountability.

The tracking spreadsheet serves as the operational backbone. Each camera has a designated location and program assignment, with clear protocols for movement between sites when needed. This system prevents the chaos that can accompany large equipment fleets while providing flexibility for special circumstances.

Different locations receive camera allocations based on their specific needs and program structures. Cincinnati, with the largest program, houses most cameras. The branches in Florida, Nashville, and Columbus have fewer. The distribution doesn’t reflect an arbitrary distribution but a careful analysis of each location's team count, competitive levels, and operational capacity.

The allocation also recognizes different service levels across program tiers. Elite teams receive guaranteed filming for every game, plus access to player identification features for highlight creation. Academy-level programs prioritize recruiting showcases while filming additional games when cameras are available. This tiered approach ensures resources match both financial investment and developmental needs.

Communication protocols keep all locations aligned despite geographic separation. When Saunders conducts her planned "field trips" to each location, she'll provide hands-on training that ensures the staff understands both technical operation and organizational expectations. These visits create personal connections that facilitate ongoing remote support.

The success of this distributed model depends on a clear role definition. Local directors handle day-to-day coaching and program management while Saunders manages all technology-related issues. This division prevents overlapping responsibilities that can create confusion in multi-location organizations.

Looking ahead: Planning for growth

When asked for advice to other clubs considering similar expansion, Saunders emphasizes the foundation that makes scaling possible: thorough planning and detailed communication with technology partners.

"I think planning and prepping would be my number one advice," she says. "Making sure you audit what you have ... And then maybe a big audit of where you're at, what you need, and then making sure that with your Veo rep, you're having multiple conversations to see what makes sense."

This planning process requires an honest assessment of organizational capacity, not just equipment needs. Kings Hammer's success reflects their investment in dedicated staffing and systematic processes, not simply their camera count. Clubs attempting to scale without corresponding operational changes often struggle with equipment utilization and accountability.

The conversation with Veo representatives proved crucial in optimizing Kings Hammer's configuration. Through extensive discussions, they developed a solution that accommodated their multi-location structure while providing the features most valuable for their specific programs. "We managed to figure out what would be best for our club, with the numbers of programs and what we want in each program," Saunders explains.

Looking forward, Saunders identifies player profile integration as a priority for American club soccer. The ability to create comprehensive player pages that combine video highlights with performance data would streamline college recruiting processes that currently require multiple platforms and manual compilation.

This forward-thinking approach, identifying future needs while building current systems, exemplifies the strategic mindset required for successful scaling. Clubs that view video technology as an evolving ecosystem rather than static equipment investment position themselves for continued growth and enhanced player development.

The Kings Hammer model demonstrates that successful scaling requires more than adding cameras. It demands systematic thinking, dedicated resources, and unwavering commitment to meaningful implementation. For clubs ready to make that investment, the transformation can be profound, turning video technology from a luxury amenity into an essential development tool that serves every player, coach, and program across multiple locations.

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