Agency Operations
Structuring a fast-growing agency for scale
The client list had outgrown the agency’s structure. I rebuilt how work flowed, who owned what, and how leadership saw the numbers.
Client
Wit & Chai Media Group
Industry
Integrated marketing agency · FMCG, retail, F&B
My role
Head of Growth and Operations
Timeline
Jan 2024 to Sep 2025
Location
Pune, India
Results at a glance
Rs 7.2 cr
Annualized revenue growth
30%
Less time to execute
3 of 3
At-risk accounts retained
The situation
Wit & Chai was growing fast, with a multi-brand retainer portfolio across FMCG, retail and F&B, including Godrej Jersey and Tom Yum. The client roster had grown faster than the agency’s internal structure could keep up with.
The challenge
Delivery depended on a handful of senior people and almost nothing was written down. Leadership had no reliable way to see which projects made money and which didn’t, and three accounts were close to churning.
The objective
Give the agency a structure that could carry its growth, protect the accounts at risk, and let leadership see performance without chasing people for updates.
My approach
Mapped the delivery workflow from intake to handover to find where work was getting stuck.
Redesigned the org structure around clear pods and ownership.
Wrote SOPs for onboarding, delivery and client reporting.
Set KRAs for every role and KPI tracking across the agency.
On the three at-risk accounts, found where briefs and delivery had drifted apart, restructured the SOWs and rebuilt the delivery cadence.
Rebuilt proposals and capability decks around each client’s business priorities.
What I built
A KPI dashboard covering utilisation, delivery time and margin
Real-time financial tracking for revenue, payments and P&L
Client onboarding, project execution and post-delivery flows
An opportunity tracker to manage proposals and improve conversion
A move to Microsoft 365 and Adobe Enterprise
The Way Forward Summit, to align senior leadership on vision and goals
The results
Within two quarters, execution time was down 30% and annualized revenue had grown by Rs 7.2 cr. All three at-risk accounts stayed, with bigger scopes. Pitch-to-win conversion improved, and leadership could check project health directly instead of asking for updates.
What made it work
Fixing ownership first, then the tools
Measuring the few things leadership actually needed to decide on: utilisation, delivery time and margin
Treating at-risk accounts as a delivery problem, not a sales problem
Focus areas
Operations · KPI Systems · Org Design · Account Growth
Read about my role here →