Three years leading digital production at a Melbourne agency: the team grew from 3 to 9, ran 20+ projects at once and made Craft CMS its core platform.
You'll work with me, AnthonyNot an account manager or a junior. I reply to every enquiry myself.
Agency delivery has a scaling trap. At three producers, everything runs on shared context: everyone knows every project, and process is whatever the room agrees over coffee. Somewhere past that, shared context stops scaling. Projects collide over the same resources, estimates drift because nobody owns the method behind them, and the agency's margin quietly leaks into unbilled recovery work.
The agency was growing into exactly that transition, and growing fast.
Built the delivery structure the growth needed. Over three years, the production team grew from me and two developers to nine people while carrying more than twenty concurrent client projects. That doesn't happen by hiring alone. It happens by building the operating system around the people: project intake, resourcing, estimation discipline, and the reporting that lets an agency see trouble two weeks before the client does.
Rebuilt the project management system from the architecture up. The first job was ClickUp. The tool was in place but the architecture underneath it wasn't right, so the team worked around it instead of through it, and project budgets weren't being tracked at all. I re-architected the workspace to match how work actually flowed through the agency, which turned it from a box-ticking exercise into the operating system the delivery function ran on, with budget tracking built in so every project's margin was visible while it could still be protected, not after.
Introduced Craft CMS as the agency's core platform. Platform sprawl is an agency margin killer: every project on a different stack means no reusable tooling, no transferable skills, and every estimate starting from zero. I led the adoption of Craft CMS as the standard build platform, which compounded with every subsequent project: faster estimates, deeper team expertise, and a better product for clients who needed a CMS their editors could actually use.
Ran delivery at leadership level. Twenty concurrent projects means the interesting problems are never inside one project. They're in the portfolio: which client gets the senior developer this fortnight, which fixed-price job is quietly going underwater, and which account needs a hard conversation before it becomes a bad debt.
Agencies are my other client base, and this is why: I've run delivery inside one at scale. When I work with agencies now on operations and delivery, or when I sit client-side managing an agency, the experience behind the advice is three years of resourcing spreadsheets, estimation post-mortems, and portfolio calls, not a framework from a book.
Tell me the project and the deadline. I'll tell you straight away whether I can take it.
Call me on 0466 977 253 or send me a message. I answer both myself.
Bigger project? I bring in Keal Collective, vetted people I work with, and stay your lead.