1. From heroics to a sane workflow

There was a time when “we’ll figure it out” was our default process. Deadlines slipped, feedback loops multiplied, and the only way to deliver was late‑night heroics from the same few people. Sound familiar?​

So I forced us to map the entire journey: brief → strategy → concepts → reviews → delivery. We clarified who owns what, cut unnecessary approval steps, and started scoping work based on actual capacity instead of optimism. The result? Less rework, fewer fire‑drills, and more headspace for real creative thinking.​

2. Using structure to protect creative energy

I used to believe creativity “just happens” whenever inspiration strikes. Then I looked at our calendars and saw why everyone felt fried: constant context‑switching, random calls in the middle of deep work, and admin sprinkled through the day.​

We changed that. No‑meeting blocks for concepting, batching similar tasks, standard templates and asset libraries so the team isn’t reinventing the wheel each time. I also started treating breaks as non‑negotiable: short walks, coffee away from screens, even 10–15 minutes to do nothing. The quality of ideas after those pauses was noticeably better.​

3. Culture that catches burnout early

One of the hardest lessons was realising people won’t always tell you they’re burning out until it’s almost too late. I began deliberately asking about workload, not just deliverables: “Is this sustainable?”; “What feels heavy right now?” Those conversations surfaced issues we could solve before they became resignations.​

We also made space for curiosity: internal crit sessions, show‑and‑tell Fridays, and small experiments that aren’t tied to client KPIs. Those pockets of “play” keep skills sharp and give people something to look forward to beyond deadlines.​

4. Learning to say “no” (for the team)

Early on, I said “yes” to everything: tighter timelines, extra “small” revisions, unclear briefs. The team paid the price. Now, I see part of my job as stepping in when a client asks for magic on impossible terms.​

Pushing back on scope, negotiating timelines, or asking for a sharper brief isn’t about being difficult; it’s about protecting the conditions for good work. When the team sees that I’ll take the tough conversations, they’re freer to stay in creator mode instead of survival mode.​

None of this is theory for me. These are the shifts that have made our work better and our people healthier. If your agency feels like it’s running on fumes, it might not be a talent problem – it might be time to redesign the way you work.