Five engagements. One shape.

Challenge

A sharp brand and a respectable performance programme, but the operating model had not kept pace with growth. Decisions were made campaign by campaign, pacing lived in spreadsheets and reporting was rebuilt for every meeting.

Approach

A short maturity audit across planning, pacing, reporting, governance and capability. A weekly performance review built from a live dashboard, bespoke pacing trackers and a leadership reporting template, embedded with the team before peak trading.

Outcome

• A weekly review that produced decisions rather than narratives.
• Live pacing visibility across paid channels in a single view.
• Confident planning into peak trading, with clear escalation paths.

Challenge

A roster of agency partners across markets and disciplines. Brief quality was variable, measurement language differed by partner and governance forums had drifted into delivery meetings, pulling senior leaders into issues that belonged two layers down.

Approach

A full brand-agency partnership review from both sides of the table. A rebuilt briefing template, a four-tier governance shape (weekly delivery, monthly performance, quarterly relationship, annual strategy) and a brand-side scorecard reviewed at the right cadence.

Outcome

• Fewer escalations, sharper briefs, faster turnarounds.
• A single measurement language across the agency roster.
• Senior leadership attention freed up for strategic questions.

Challenge

Inside one brand portfolio, AI experiments had accumulated. Demos existed, but little had moved into the team's real workflow, and nobody owned the prompt, the review or the failure mode.

Approach

An AI opportunity map across planning, reporting, pacing and brief quality. A five-question governance shape for every workflow (owner, boundary, review, failure mode, sunset), with a small set of AI workflows embedded in the team's existing tools and cadence.

Outcome

• A small, visible set of governed AI workflows in production.
• A human-in-the-loop standard that senior leaders trust.
• An adoption pattern other brands in the portfolio could repeat.

Challenge

A coherent global digital media strategy was needed across diverse markets, partners and stakeholders, without flattening the local intelligence that made the brand work in each region.

Approach

Global digital planning and buying strategy led from the top. Teams of fifteen-plus specialists built and led across biddable, programmatic and paid social. Joint business plans with the major media partners, anchored to brand and commercial objectives, inside a global rhythm that respected market autonomy.

Outcome

• One global digital approach across MENAT, Europe and Asia.
• Mature joint business planning with the major media partners.
• A senior team ready for the next stage of growth.

Challenge

An in-house digital team building real capability faced the classic transition: maturing the operating model alongside continuing agency work, as the wider organisation absorbed the first signals of AI.

Approach

An operating model review across people, process, platform and performance. A shared planning and reporting cadence between in-house and agency teams, a capability framework and hiring profile for the next phase, and an AI readiness review with a small, governed pilot in workflow.

Outcome

• A clearer in-house team structure with deliberate seniority pathways.
• More productive interactions with agency partners, with shared rituals and language.
• An AI roadmap that is governed, not aspirational.