An exploration of how I think about creative leadership.
I built this prototype to work out how I’d lead a creative organization, bringing together the operational, financial, and performance data I’d use to make informed decisions. It’s also an example of how I’m using AI beyond generating creative, applying it to develop practical tools that support team leadership, resource planning, P&L accountability, and business growth.
Independent concept developed for illustrative purposes. All clients, data, and scenarios are hypothetical.
Your executive briefing
A 35-person core performance creative team, plus flexible partner-studio capacity, across 10 client accounts. 3 decisions need a call now and 6 more are coming up.
Explore three leadership decisions
Pulse Games: happy client, 22% margin
- margin vs 40% target
- 22%
- margin vs 40% target
- contribution gap a year
- $212k
- contribution gap a year
The call: Volume has run 38% over the SOW tier since August. Re-tier at the Oct 28 QBR rather than absorb it.
See the account →Improve creative effectiveness3 winning concepts are wearing out
- concept hit rate, target 30%
- 29%
- concept hit rate, target 30%
- test win rate
- 64%
- test win rate
The call: Refresh hooks on proven concepts before they fade, and reuse what the test log says works.
See testing and fatigue →Balance team capacityMotion is booked at 108%
- motion designers over 105%
- 5
- motion designers over 105%
- Q4 freelance over budget
- $20k
- Q4 freelance over budget
The call: Move resizes and versions off senior motion designers, and decide on the Motion Lead hire.
See capacity →Operational priorities
The running list of decisions the rules flag from the data. Decide now means high stakes and a window to act that closes within 10 days. Coming up needs a call within weeks, and Keep an eye on is lower impact. Each act-by date works back from the outside deadline by the lead time the response needs, and items are ordered by that date.