A lot of flex in a one person package.
From micro solopreneurs to big business clients, I care about doing the thing that needs doing the most, well. But you don’t have to take my word for it. Some of my results are detailed below. Case Studies are always anonymized for clients’ discretion.
Case Study 1:
Early-Stage Operations Agency
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Two co-founders had an idea and a plan, and neither was a viable business model.
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$30K scope → $70K signed through pricing strategy and negotiation coaching
$35K annual target → $100K actual gross revenue
Concept to enterprise-ready product in under a year
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One year advisory engagement; ongoing.
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Two co-founders had a concept with real potential: a membership network connecting business operators with companies that needed them. What they needed was someone to help them build it into something that could actually go to market — and hold up once it got there.
The first work was foundational. What was this business, exactly? What was it not? Who was it for, and what did the market need that didn't already exist? Getting to honest, specific answers to those questions is harder than it sounds — and it's the work that determines whether a business plan is a real thing or a placeholder. This engagement started there and didn't move on until the answers were solid.
Product development followed. Multiple models were explored and pressure-tested: bespoke scopes, packaged offerings, subscriptions. The goal wasn't to find something that could work in theory — it was to find what should come first, what the growth ceiling looked like, and how to build toward an offering that could sit in front of an enterprise client. The concept that started as a loose membership idea became a structured, defined product suite with clear tiers and a coherent path forward.
Pricing was rebuilt from the ground up — drawing on direct experience with contract negotiation and pricing models across agencies, production companies, and independent businesses. The co-founders learned what their work was actually worth, how to communicate that value without hedging, and how to negotiate from a position of credibility rather than guesswork.
The results were concrete. The co-founders landed their first integrated team scope — a structured engagement that reflected the product they had built. The original scope was valued at $30,000. Through pricing strategy and negotiation coaching, it was signed at $70,000. Their gross revenue goal for the year was $35,000. They ended at $100,000.
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A massive new scope needed a small agency to scale 4-fold in weeks. Their systems were not built to handle it.
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50% of leadership's week reclaimed
$30k estimated saved in freelancer costs
12 → 42 people, same systems
10 projects, 90 days, on time, and on budget
Cannes Lions, Clio, and One Show Awards validated the quality of the delivered work
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6-month engagement
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A 12-person independent advertising agency had just landed 10 major production projects to deliver in 90 days. The work was there. The infrastructure wasn't.
Creative leadership was stretched across every client meeting for every project — a dynamic that was quietly consuming their entire week before the work had even begun. The agency had no visibility into who was working on what, no way to track resource needs before they became emergencies, and no shared system keeping the full team in sync. They were about to scale from 12 to 42 people with none of that solved.
The first intervention was structural. By reorganizing creative teams into pods with staggered leadership coverage, the two Creative Directors went from being present at every client meeting to being present at the right ones — retaining full visibility into their teams and full presence for clients, while reclaiming roughly 50% of their week for actual creative work. Culture and quality stayed intact. Capacity doubled.
The second was a resource tracking system built to give leadership real-time visibility into who was assigned, who was at capacity, and — critically — when they would need additional support before they needed to panic about it. Requiring 1–2 hours of maintenance per week per department, it prevented an estimated $30,000 in unnecessary freelancer costs in the first months alone.
The third was an agency-wide status system that replaced a production-only document with a single source of truth for the whole team: active projects, internal initiatives, new business tracking. Leadership could make timely decisions from real data instead of institutional memory. An out-of-office coverage tool completed the picture, giving every employee a clear, low-friction way to hand off work and take time without it falling through the cracks.
Every tool was built inside systems the team was already using, with no additional licensing costs. Every tool was handed to fully trained permanent employees who owned it after the engagement ended.
The agency delivered all 10 projects on time and on budget. The work won Cannes Lions and One Show awards. The infrastructure built during those six months was designed to support a team of 7 just as well as a team of 50 — and it did both.
Case Study 2:
Independent Creative Production Agency
Case Study 3:
Nonprofit Sports Organization
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A website rebrand had been abandoned mid-project due to a vendor dispute, and no one on the team knew how the build worked or how to salvage the launch in time for a grand opening.
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20 pages + 6 product listings verified and launched on time
5 hrs/week recovered by Chief of Marketing post-launch
Ecomm integration eliminated Client manual program sign-up process
0 vendor continuity - project rescued and completed with a new hire
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4-month engagement
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A nonprofit sports organization was weeks away from the opening of a second facility and the rollout of a full rebrand — and their website project had collapsed.
The vendor had been fired mid-build after a double-billing dispute. What remained was a set of keys to an incomplete site: 20 partially built pages, 6 product listings, and no clear record of where the work had been left off. No documentation. No handoff. The Chief of Marketing was managing the fallout while preparing for a facility opening.
The first task was finding the right person to finish it. Not just a developer — someone with the specific skills to pick up incomplete work, and the availability to remain a resource for the organization long after launch. A recruiting search surfaced a candidate who met both criteria. She was brought on, briefed, and put to work.
To manage the rebuild, a Quality Control Tracker was built covering every page and every product listing — tested and signed off by Creative, Development, and Leadership independently. Leadership was the only source of truth for which version of content was current, so their sign-off gate was built into the process from the start. Nothing went live without all three columns checked.
The site launched on time. All 20 pages and 6 product listings were live and verified at launch. A cart and ecommerce integration — which hadn't existed before — was added during the rebuild, replacing a manual email sign-up process that had been a persistent operational drain. The result: the Chief of Marketing recovered an estimated 5 hours per week.
The website launched alongside the new facility and served as the public face of the rebrand.
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A massive new account required more hours than a week could hold to deliver on time.
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6,000+ assets delivered on time
32-person team across 4 time zones
Scope expanded mid-engagement based on client trust
0 weekends worked twice in a row after system implementation
Immediate adoption — system took effect same week as rollout
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6-month engagement
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A production team had just onboarded one of the largest accounts in the agency's history: a Fortune 500 tech client with a massive campaign, a tight timeline, and over 6,000 assets to deliver. The scope was unprecedented. The infrastructure was not built for it.
The immediate response was the only one leadership knew: more hours. The 32-member team was working seven days a week, multiple weeks in a row. Seventeen-hour Fridays. 1am log-offs becoming routine. The work was getting done, but the people doing it were burning out in real time — and burnout at that pace doesn't hold. It breaks.
The problem wasn't effort. It was architecture.
The team was global — four time zones, across three continents — but was being operated as if everyone needed to be awake at the same time. The solution was to stop fighting that geography and use it instead.
A shift-based handoff system — built around the metaphor of passing a baton — restructured the workday so that no individual carried the work alone. An East Coast resource starts at 9am EST. A West Coast resource logs on at 1pm EST. At 3pm they meet for a structured handoff. EST logs off by 5pm. PST continues, then briefs the India team before their end of day. India builds and revises overnight. EMEA reviews their morning. By the time the EST team logs back on, a full cycle of work has been completed — without anyone working past a normal end of day.
Every role had a buddy. No single person was a single point of failure. Handoffs were structured, documented, and trained — not assumed.
The rollout was formal: a deck pitched to leadership for buy-in, a full team meeting with walkthrough, individual trainings to secure adoption. It was implemented immediately and took effect immediately.
The result: over 6,000 assets delivered on time. No team member worked two weekends in a row. The quality of the work was high enough that the client expanded the scope — pulling work from a social vendor who hadn't delivered at the same level and awarding it to this team instead.
Case Study 4:
Campaign for Fortune 100 Tech Client
Case Study 5:
Global Advertising Agency
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Regional Head of Project Management was overburdened doing pricing across all accounts, keeping her time dominated with a single responsibility, and global pricing needs beholden to her availability.
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30 hrs/week → ~6 hrs/week spent on pricing for the department head (estimated)
40-person PM department upskilled through finance curriculum
3 PMs trained on pricing tool — from 1 owner to 4
Tool rebuilt from proprietary to fully shared agency infrastructure
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4-month engagement
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The Head of Program Management at a global advertising agency was responsible for all new client pricing across the entire agency. Every staff plan, every new business estimate, every scope — it ran through her. In a 40-hour week, she was spending up to 30 hours on pricing alone, while simultaneously leading a major departmental restructuring: integrating multiple regional PM teams under a single standard process, managing hiring and performance, developing talent, and maintaining thought leadership across agency leadership. The math didn't work.
A pricing tool existed. It was her creation — a well-conceived system designed to allow consistent pricing across clients and regions. But it had gaps. Versioning issues. Formulas that needed fixing. No permanent home on the server, no usage conventions, no documentation. In practice, it was only fully usable by the person who built it.
The immediate task was to step in and take pricing off her plate. But a freelancer doing the work was a temporary fix, not a solution. The real problem was structural: one person carrying a function that an entire department should have been able to share.
The proposal was a finance curriculum for the full PM department — not a targeted workshop for a handful of senior staff, but a foundational training designed to give every PM better visibility into how finance, scoping, staff plans, and new business actually worked at the agency. The curriculum served two purposes: it made the department more capable, and it gave junior and mid-level PMs a clear line of sight to skills they would need for promotion. Motivation and utility in the same package.
Before the training could begin, the tool itself needed to be rebuilt for shared use. Every gap was closed. Every formula was fixed. The tool was templatized, given a permanent server location, and documented with usage conventions and instructions. The entire rebuild was run through the Production team for data review and the Finance team for pricing confirmation. What had been one person's proprietary system became agency infrastructure.
A training deck was built covering each curriculum chapter and reviewed with the department head before rollout. Three workshops were run before handing the program over for her to continue independently. In parallel, three PMs were individually trained on the pricing tool — selected based on recommendations from senior staff for their aptitude and potential.
The result: pricing responsibility was distributed across a trained team. The department head's estimated time on pricing dropped from 30 hours a week to approximately 6 — freeing up the majority of her week for the leadership work her role actually required.