240,000 assets a year. They needed to produce 2-4x more.
A UK gaming company. An in-house studio under pressure.
And a problem previous advisors couldn't crack.
THE SITUATION
We worked with a large UK gaming company producing more than 240,000 marketing assets a year — across multiple brands and channels.
The business was moving toward a more automated, personalised marketing model. For the in-house studio, that meant output needed to increase by 2–4x. Without sacrificing quality. Without burning out the team.
Previous advisors had spent months looking at tools and platforms without landing on anything workable. We were brought in to understand the problem from the inside.
OUR PROCESS
We started with the work itself — not the tools.
We mapped how briefs, files, feedback, and approvals moved through the studio. We spoke directly to the people doing it. That gave us a clear picture of where time was being lost, where quality was under pressure, and why previous automation attempts had stalled.
We also spoke to key tech partners — not to find a platform, but to understand how their tools could work as part of a joined-up system.
What we found was a fragmented operation. Different teams, tools, and processes across brands and markets. Work scattered across systems. Automation and AI had nowhere stable to sit.
THE KEY INSIGHT
The studio was trying to solve two very different problems in the same way.
On one side: high-value campaign creative that needs judgement, craft, and taste. On the other: tens of thousands of repetitive variations, formats, and updates — built by hand.
Speeding up the existing process would deliver marginal gains at best. They needed a new operating model entirely.
One brief. One way to prioritise work. One campaign hub. One approval flow. One publishing route. All built on connected tools designed for AI.
A faster horse, or a sports car.
THE OUTCOME
The leadership team left with a coherent blueprint for what a future creative operation needs to look like — and a shared language for discussing trade-offs between quality, speed, and scale. The full transformation is still ahead. But this work gave them the foundation for the decisions, partner conversations, and investment planning that come next.
““Previous advisors had missed the real issues. They’d focus on platforms and efficiency — but not on how the studio actually worked, or what we needed to protect in quality and craft.
This process nailed it. And it was fast — not the usual months of consultancy. What stood out was the focus on real transformation rather than incremental gains.
It’s going to completely change how people work and how work moves through the business.””
Sound familiar?
If your team is producing more and more – but the way you work hasn't changed – we should talk.