For brands and in-house creative teams
I help brands and in-house creative teams find what is slowing delivery down, then improve the briefs, handoffs, tools and decisions behind it.
Pressure test
Choose the pressure that feels most familiar. Each one suggests a practical place to begin, without trying to change everything at once.
Content demand
What it looks like
More channels, formats and variants are entering a workflow designed for less work. Priorities slip, resourcing turns reactive and overtime or headcount pressure rises.
A useful first move
Expose the bottlenecks across intake, prioritisation, resourcing and approvals, then define a simpler path from brief to delivery.
What changes
Teams can set priorities against real capacity and increase output without defaulting to more headcount.
AI adoption
What it looks like
Teams are testing tools in isolation. Effort is duplicated, ownership stays unclear and investment grows without dependable evidence from live work.
A useful first move
Connect a real production constraint to a bounded use case, success measures, human checks and a responsible route to wider use.
What changes
The team gets evidence from live work and a clear decision on whether the use case deserves further investment.
Disconnected teams
What it looks like
Creative, media, data, technology and production each own part of the work. Slow decisions, repeated effort and lost context build up between them.
A useful first move
Make responsibilities, inputs, decisions and dependencies visible, then remove the gaps where work stalls or loses context.
What changes
Decisions move faster because ownership, handoffs and delivery expectations are clear.
Global to local
What it looks like
Global toolkits arrive late, leave too much open to interpretation or create slow approval loops. Launches slip and markets rely on avoidable manual adaptation.
A useful first move
Define what is fixed, what is flexible and what is automated across templates, market inputs, approvals and quality control.
What changes
Markets launch sooner with less manual adaptation and more consistent quality.
Rework and risk
What it looks like
Late feedback, unclear accountability and manual checks create repeated rounds, missed details and avoidable delivery risk.
A useful first move
Clarify the definition of done, design checks into each handoff and reserve specialist review for the decisions that need it.
What changes
Quality is built into the workflow, reducing rework without slowing delivery.
Ways to work together
Begin with a clear view of the problem. Move into wider design or a live pilot only when the evidence supports it.
Focused starting point
A focused review of briefs, handoffs, approvals, tools, capacity and QA. You receive a clear view of where work is slowing down, the decisions that need to be made and a prioritised action plan.
Shared direction
Bring the people who own the problem into one focused working session. Leave with agreed priorities, clearer decisions, named owners and practical next steps.
Designed around the work
A practical blueprint for how demand, roles, capacity, tools, approvals, QA and measurement should fit together.
Evidence before wider use
Support to design, run and assess a live workflow, automation or AI-assisted production pilot, with clear ownership, human checks and success measures.
Selected work
These examples were delivered with client teams, agency colleagues and technology partners. Each one began with a practical production problem.
Selected brand experience
Experience with Google, adidas, British Airways, Uber, Meta and L’Oréal across agency, in-house and global production environments.
How I work
I turn recommendations into clear roles, workable processes, better-connected tools and standards teams can use on live work.
Follow live work from brief to delivery and find where time, effort or quality is being lost.
Get the people who own the work clear on priorities, decisions and responsibilities.
Set out workable roles, handoffs, tools, controls and measures.
Test the change on live work and assess the evidence before wider use.
Give teams the playbooks, ownership and measures needed to keep improving.
About Shane
I’ve spent more than 15 years leading creative production from inside agencies, in-house teams, global studios and creative-technology businesses.
I’ve built and improved multidisciplinary production models for brands including Google, adidas, British Airways, Uber, Meta and L’Oréal, connecting creative judgement with workflow, technology, governance and commercial reality.
I focus on how work is briefed, prioritised, produced, approved, adapted and measured. I work directly on diagnosis, production-model design and adoption, bringing in technical specialists where engineering or platform development is required.
I work with brands and in-house teams to improve production workflows, operating models and the adoption of new tools. I also help agencies strengthen delivery, and creative-technology companies test products against real production needs, sharpen client use cases and improve onboarding.
A useful first conversation
Bring one real production problem, whether it is a messy workflow, a scaling challenge or an AI ambition. I’ll help you work out what is creating the drag, what is worth changing and whether a focused diagnostic would help.
