Structure for a fast-growing agency

01

The situation

A growing agency and production business needed a consistent way to turn creative ambition into work that was scoped, staffed and financially planned, while also building out its own editorial programming.

02

The build

As Executive Producer, I introduced production guides and standardized briefing, triple bidding, vendor practices and scopes of work, and mentored the producers and managers who would run them. The result was healthier margins, fewer overages and faster bids. Close partnerships with the Chief Creative Officer and the COO, who also led finance, shaped planning for the internal editorial team.

Production also became part of how the business grew. Identifying opportunities, upselling clients and closing deals meant every creative proposal arrived with a budget and a delivery plan that worked, including LG campaigns, the BMW account win and Hennessy’s television commercials.

03

The outcome

The agency could plan, cost and deliver work reliably as it expanded, and what was sold matched what the team was set up to deliver. I built a deep bench of freelance talent alongside the staff team, and several of those producers now lead it.