We started with a deep financial analysis to map out exactly where funds were going, both internally and externally.
Here’s what we did:
1. Streamlined the Team
Identified team members with overlapping roles or low utilization. With thoughtful offboarding and role consolidation, the agency maintained performance with fewer people—without sacrificing culture or delivery.
2. Balanced Internal vs. Contractor Spend
Audited all contractor usage and ensured every outsourced role had a clear ROI and wasn’t duplicating internal capabilities.
3. Revamped Pricing Strategy
Created a data-informed pricing framework using past project profitability and time data—so new work was priced for margin, not just market norms.
4. Rebuilt Financial Systems
Reorganized the agency’s chart of accounts and built out a new KPI dashboard for better visibility. Financial reviews shifted from reactive to proactive.
5. Tuned Up Project Management
Simplified internal systems and improved communication loops to do more with fewer people—without overloading the owner.